Daily Work Management - Cornerstone of High Performing Organizations
DWM - Daily Work Management
Establishing Company wide Focus on achieving the Right Results
Every Business has targets – for every employee. Establishing a structured mechanism for setting Targets, and managing Performance helps organizations achieve planned results in a timely manner.
In the ZED framework the Daily Work Management (DWM) parameter provides guidance on establishing a World Class Target Setting and Management System in an objective and measurable way. You can use the ZED framework to Assess the maturity of your DWM practices and identify actions to achieve World Class level.
In this article I will share inputs to will help you implement DWM which gets you started on your journey to World Class. Implementing these inputs will help you get a score between 3 to 4 on the DWM Parameter.
*Disclaimer: Please make sure you read the Disclaimer Statement at the end before using any of these inputs.
* Credits: All MDW© [Mission Directed Workteams©] Program material reproduced here is the property of Competitive Dynamics International - Asia & Middle East (www.cdi-ama.biz) and may not be reproduced in any form or for any purpose whatsoever.
Before we dive into the DWM practices, I would like you to understand the philosophy of PDCA (Plan-Deploy-Check-Adjust). This is the basic philosophy for Continuous Improvement and is critical to achieving desired results.
Plan - Define what is to be done, how, when and by who.
It is important to think through what you are going to do and how. Great Plans can lead to poor results for a variety of reasons, but Poor Plans rarely deliver desired results, except by a stroke of luck.
Writing a Process is a part of Planning, putting systems in place is Planning. Everything to do with “How things should be done”– is a plan.
Deploy: Execute the plan.
A Flawed Plan executed well and a Great Plan executed badly have an equal chance of success.
You may create the world’s best Preventive Maintenance Program for Motors. However it is meaningless if Motors get attention only when they breakdown.
Check: Measure the results
Measure Target vs actual results to see how effective your Plan and Deployment has been.
Adjust: Refine or Reinforce
If the results do not meet expectations – review the Plan and Deployment and Refine them.
If results meet expectations, ensure you can sustain them. Documenting an effective practice as a Standard Procedure is a way to Re-inforce.
In the context of ZED you need to implement the following Steps to establish a robust mechanism for DWM.
1. Establish a structured mechanism for setting daily targets
2. Establish a Visual mechanism for managing & communicating the targets – DWM Boards.
3. Daily Meetings of all WorkTeams with a specific agenda.
4. Implement a mechanism for implementing Corrective Actions & Preventive Actions (CAPA).
5. Monitoring and Reporting QCD improvements.
We will now deliberate on each of these 5 Steps.
Define Targets for monitoring Quality, Cost, Delivery/Speed), Safety & Morale/People (QCDSM) at 3 levels: Company, Department and Frontline WorkTeams.
The targets should be such that can be monitored on a daily basis.
Exceptions can happen only when a Category has multiple Parameters – For example Unscheduled Stoppages (measured Daily) and Energy Consumption (measured Monthly) under the Cost Category.
1a]. Set the Company QCDSM targets
Chief Executive alongwith Senior Team members to define the measures and monitoring mechanism.
1b] Set QCDSM targets for all Departments
Every Department to have its own QCDSM Targets - exceptions can be made only for departments which have less than 5 People.
Department Head alongwith Direct Reportees / Supervisors to decide basis Company Targets. CEO to guide / facilitate the process.
Department Targets should be aligned with the Company’s Targets but not necessarily in the same Category.
For example Unscheduled Breakdowns is a Cost Category measure for the Company but a Quality Category measure for the Maintenance Team. Similarly OEE can be a Cost Category measure for the Company but a Delivery/Speed Category measure for the Production Department.
1c] Set QCDSM targets for all Frontline Workteams
Every Frontline WorkTeam having 10 or more people should have its own QCDSM Targets. Production / Operations may have many WorkTeams.
Workteams having less than 10 members can be combined to ensure complete alignment.
Every person should be a part of a Team having QCDSM Targets.
WorkTeam Leader / Supervisor alongwith Workers in team to decide basis Department or Company Targets. CEO / Department Head to guide / facilitate the process.
Examples of Targets
Company Targets
Overall Targets of the company which can be measured on a Daily Basis e.g. Customer Complaints, Breakdowns, On Time Delivery, Accidents, Attrition
Department Targets
Targets for which the Department can be held responsible for example Customer Rejections (Production), Equipment Downtime (Maintenance), Material Stockout (Purchase), Manhours lost due to Accidents, Absenteeism
Frontline Workteam Targets
Targets for which the Frontline Workteam can be held responsible for example Rework (Production),Preventive Maintenance Schedule Adherence (Maintenance), Steam Availability (Utility), Near misses, Suggestions/Innovations
2. Establish a Visual mechanism for managing & communicating the targets – DWM Boards.
All Targets should be posted in the workplace of the concerned Team in a common area where everyone can see them – Conference Room for Company targets and Workplace for Department and Workteam Targets. Give the responsibility of deciding the place to the concerned Team. I will call the setup a DWM Board, you may call it by any name. However, all Targets & performance updates must be kept together, preferably Segregated by Q C D S M Labels on Top or side.
At a glance anyone should be able to see what is the Target and Actual Performance for the Day, Month and ideally – Year. See the samples given to get an idea of how it is done.
3. Daily WorkTeam Meetings.
Every Frontline team must meet daily for 8-10 minutes in front of their DWM Board with a specific Agenda: a] Yesterday’s performance; b] Issues faced & support needed; c] Priorities for the day; d] Any other issues of importance.
It can be a Standing Meeting if there is no place for making a seating arrangement.
Sometimes multiple Workteams use the same area for meetings .. but have their own space for the DWM Board and can discuss things without disturbing others or being disturbed.
4. Implement a mechanism for implementing Corrective Actions & Preventive Actions (CAPA).
CAPA stands for Corrective Actions and Preventive Actions. It comprises of three parts – Corrective Action, Preventive Action and Risk Mitigation.
4a] Corrective Action – dealing with the problem itself. If a motor has failed, it must be repaired or replaced to resume operations. The focus is on doing things to resume normal operations.
4b] Preventive Action – finding ways to ensure the problem does not happen again. This calls for doing a Root cause analysis - use tools like 5 Whys, Fish Bone etc to identify the Root Causes of the problem.
Remember: The Root cause will always point to a failure in the Method, Machine, Material, or Man or a combination of the above.
Once the Root Cause is identified it must be documented with an action plan to eliminate the cause so that the problem does not happen again.
Implementing a preventive maintenance program or training Maintenance personnel in Motor maintenance are examples of Preventive Actions.
CAPAs must be recorded by the team for every instance where the Target has been missed – Every Day.
You can even set up a CAPA Register for the Team.
Preventive Actions must be documented in a Team Action Plan and monitored for implementation. Implementation must be signed off by the Team Leader.
Every CAPA must be shared with the Company Leadership Team.
The Company Leadership must indicate, in writing, whether this Preventive Action needs to be implemented in other workgroups.
Company Leadership to evaluate each CAPA to verify if the problem can occur in other WorkGroups and direct implementation of the Preventive Actions by all Workteams which can face the same problem .
Going one step forward, the CAPA may provide insights on other similar issues that can arise and Preventive Action exercise be done by all concerned workgroups to eliminate future Problems.
Best Practice: NTSB Investigations- commercial airline industry. Results of every accident investigation are communicated to all airlines and aircraft manufacturing companies to assess if they need to implement similar preventive actions to prevent accidents. This is the reason you come across news items aircraft of a certain type with certain Engines being grounded.
Company Leadership must review status of Team Action Plans every month – Completed vs Pending and provide support for pending Action plans.
Going one step forward Company Leadership should evaluate effectiveness of each Preventive Action and direct the concerned workgroups to review their Root Cause Analysis or Implementation in case where Preventive Action has failed to prevent recurrence.
5. Monitoring and Reporting QCD improvements.
This is an outcome Measure – which means it is the result of Approach and Implementation. Flaws in Planning and Deployment get reflected in the outcomes achieved.
If the results are not as expected, carry out a thorough review of the Plan and the Deployment to see what changes need to be made to achieve desired results.
If the first 4 steps are done systematically – the organization should see a 50% plus improvement over the previous years in Quality Cost & Delivery Parameters.
If the improvement is less than 50%, Company Leadership must examine & refine the Approach and Implementation.
Reporting of QCD improvement will happen automatically through DWM Boards if they are implemented and updated before every daily meeting of the WorkTeams.
You can look forward to more articles for helping you in your journey towards implementing World Class Manufacturing Practices in your Organization as listed in the ZED Framework.
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* Credits: All MDW© [Mission Directed Workteams©] Program material reproduced here is the property of Competitive Dynamics International - Asia & Middle East (www.cdi-ama.biz) and may not be reproduced in any form or for any purpose whatsoever.
- The terminology used in the article represents my interpretation and may not be in line with the understanding & definitions used by others.
- For Example in PDCA cycle I have used "Deploy" in place of "Do" and "Adjust" in place of "Act" because I find them more effective in practice. I find the term "Preventive Action" more meaningful instead of Preventative Action".
- Similarly there may be other variations from common practice which I shall be happy to hear about and consider changing my opinions if I find they are more useful to my work. Every one may not agree with this and I am happy to Agree to Disagree and move on.
Disclaimer & Indemnity
- Views expressed herein are the personal opinion of the Author and do not represent the Official Guidelines & Practices issued by Quality Council of India (QCI) and may not be in line with the latest changes or updates in the same. It is highly recommended that Users obtain & use the prevailing Official Guidelines/Policy issued by Quality Council of India (QCI) from time to time.
- Please use your judgment and discretion before using these inputs. The Author assumes no responsibility for any loss or damage you may incur by using this content.
- By using these inputs, for any purpose whatsoever, you indemnify the author and his firms of any & all liability for any loss/damage you may incur by applying these inputs and you also undertake not to bring forth any legal proceedings for the same.
- In the event that you use any or all of these inputs for any purposes whatever, you also accord your consent that the appropriate Courts in Union Territory of Chandigarh, India have sole jurisdiction for hearing / resolving any dispute or claims with regard to the content of this article.
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