Management daily walk about october 2016
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1 [email protected] Daily Management Walk About Introduction Thinking win, Win, WIN Daily Management Walk About Introduction Marek Piatkowski – October 2016
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Transcript of Management daily walk about october 2016
Daily Management Walk About Introduction
Thinking win, Win, WIN
Daily Management Walk AboutIntroduction
Marek Piatkowski – October 2016
Daily Management Walk About Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
Daily Management Walk About Introduction
Thinking win, Win, WIN
Management Daily Walk About Process Regularly scheduled daily review of Work Site Information Centers
by the Management Team Purpose:
To review status of activities and issues from the last 24 hours To review what was fixed and what did not get fixed To report any new abnormalities To plan activities for the next 24 hours To assign countermeasures To develop plans to solve problems permanently Re-direct efforts and resources
Daily Management Walk About Introduction
Thinking win, Win, WIN
Management Daily Walk About Process Management Daily Walkabout process along with the Information
Boards and the establishment of area Support Teams are management tools used to manage and minimize the response time required to identify and solve problems.
Implementation of a daily walk about process will improve the information flow. A simple fact that daily management meetings are not conducted in comfort of a conference room (while sitting) will reduce the number of management meetings in the organization. These are meetings conducted on the Shop Floor while standing up.
Data presented at Information Boards is current and up-to-date. Everybody participating in a Walk About looks and reads the same information, which should minimize the number of conflicting information, guessing, estimating and assuming. The process of printing and creating additional reports and presentations is minimized and sometimes eliminated.
Daily Management Walk About Introduction
Thinking win, Win, WIN
Management Daily Walk About Process Supervisors/Managers/Value Stream Leaders should conduct
regularly scheduled daily reviews of Work site Information Centers. While conducting the walk, the Manager/Leader should be
accompanied by his Support Team. The purpose of the Daily Walk About is for the next level of
Management to: Review and learn about current (existing) daily problems in each
area of their value stream Identify if these problems are being corrected and are worked on.
Daily Management Walk About Introduction
Thinking win, Win, WIN
Daily Management Walk About Process Walk-About participants
Area manager Area supervisors Members of the Support Team
Managers Role: Assess current situation (problems?) Audit if problems are solved in a timely matter Review long term Continuous Improvement activities Assess the level of support for manufacturing Supervisors Address weekly topics
Daily Management Walk About Introduction
Thinking win, Win, WIN
Daily Walk-about Schedule
REVIEW:
• SAFETY
• QUALITY
• DELIVERY
• PRODUCTIVITY
• COST
• PEOPLE
09:00
09:40
09:30
09:20
09:10STATOR
POTTING
ROTOR 2
FINAL ASSY
ELECTRONICS
ROTOR 1
09:50
SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE
Daily Management Walk About Introduction
Thinking win, Win, WIN
Roles and Responsibilities
Supervisor Check frequently that the
information board is updated during the shift
Verify that Information Boards are updated prior to the meeting and identify abnormal conditions
Get ready for the meeting Report facts and data as you
know related to each abnormal condition
Recommend short term corrective actions
This is your meeting Start on time
Manager Let the Supervisor “run” the
meeting Make sure that members of
the Support Team are present Verify that every abnormal
condition is going to be addressed
Coach and advise Ask questions, but do not
suggest solutions unless asked
Decide on the escalation of the problem if short term actions are not sufficient
Stand back, this is NOT your meeting
Daily Management Walk About Introduction
Thinking win, Win, WIN
Key Questions to Ask What are major problems that you are experiencing today? Are you getting required support from your Support Team? Are these problems being resolved in a timely matter? Have you discussed these issues with members of your own
Team? Do the members in your group have any suggestions how to
resolve this problem? How long have you been experiencing this problem? Could you make sure that in the future all your problems will be
supported by data?
Daily Management Walk About Introduction
Thinking win, Win, WIN
Area Support Team Structure of the Team:
Area Supervisor Maintenance Representative Quality Representative Engineering Representative Production Planning Representative Safety Representative HR Representative
Focus on solving problems related to their area of responsibilities Physically located on the Shop Floor Constantly in communication with the Supervisor Daily meetings with the Supervisor at the Board
Daily Management Walk About Introduction
Thinking win, Win, WIN
Area Support Team Strategy - reasons behind this process:
Currently Supervisors are responsible for production related activities and issues outside production area – we need to change this process
We expected Supervisors to solve problems every single area of their responsibilities (delivery, quality, equipment issues, parts shortages, schedule changes, personnel, finance, etc.)
Area Support Team is to provide “Support” to the Supervisor – not vice versa; “Push” support rather than “Pull” for support
Purpose: To allow Supervisors to spend more time on the Shop Floor
managing the area and solving production problems Re-redirect Engineering, Quality, Maintenance, HR, Finance,
Planning efforts towards production results
Daily Management Walk About Introduction
Thinking win, Win, WIN
Area Support Team
Traditional Way Show up only when called by
the Supervisor Come up only when there is a
problem Use Supervisors to help you
solve your problems Spend minimum amount of
time on the shop floor Perform repairs only Too busy to help - working on
your priorities
The Lean Way Attend daily meetings, visit
area at least twice per day “Gemba Walk” - try to see
potential problems Follow up, ask questions, offer
support Volunteer to work with the
Supervisor to solve the problem
Perform maintenance not just repairs
Come prepared with tools and information
Always find time to help to solve problems
Daily Management Walk About – is NOT about sitting down
Daily Management Walk About is NOT to be conducted in a conference room
Daily Management Walk About – is NOT a social meeting with people “catching up”
Daily Management Walk About – is NOT about everybody bring their own information and data
Daily Management Walk About – is NOT about everybody bringing their own computer
Daily Management Walk About – is NOT about boring presentations
Daily Management Walk About – is NOT a Social Media meeting
Daily Management Walk About – is NOT about listening to your boss
Daily Management Walk About – is looking at data and listening to the Supervisor
Daily Management Walk About – is NOT MBWA
Daily Management Walk About – is about reviewing daily information on the Shop Floor
Daily Management Walk About – is reviewing and analyzing real data
Daily Management Walk About – can be done in any environment
Daily Management Walk About – can be done in any environment
Daily Management Walk About – can be done in any environment
Daily Management Walk About – can be done in any environment
Daily Management Walk About
Daily Management Walk About – can be done in a noisy environment by using headsets
Daily Management Walk About – is about solving problems
Daily Management Walk About
Daily Management Walk About Introduction
Thinking win, Win, WIN
Changing the World. One Kaizen at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Daily Management Walk About Introduction
Thinking win, Win, WIN
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