Daily Management 101…

17 February 2017 Lean in Industry Blog
by Ross Kennedy, 17 February 2017


It might sound overly simple, but are your daily review meetings simply about complying with company policy?

Or are they really focused on safely achieving your production plan at the required standards?

If you cannot answer this basic question positively, chances are you have not developed effective Daily Management practices and Frontline Problem Solving skills of your workforce and if an incident does arise they will probably work around it rather than stopping it ever happening again.

There are three key parts to any Business Improvement Strategy:

  1. Reactive Improvement to ensure effective Daily Management
  2. Stable Production Plan / Work Plan to stop Fire-Fighting
  3. Pro-active Improvement to take you to your Improvement Vision

Many organisations tend to focus on Pro-active Improvement (3) with Lean, Six Sigma or TPM initiatives and lose sight of the importance of the foundations of Reactive Improvement (1) and a Stable Production Plan / Work Plan (2).

It should be noted a  Pro-active Improvement journey can take many years to achieve Operational Excellence which means there is a strong argument for getting effective Daily Management and Frontline Problem Solving through Reactive Improvement in place sooner rather than later, to free up everyone’s time for Pro-active Improvement.

In fact Reactive Improvement and having a Stable Production Plan / Work Plan are critical foundations to free up everyone’s time so they can work towards achieving Operational Excellence and Perfect Equipment Performance.

If you would like to learn more about CTPM – The Centre for Australasian TPM & Lean, and our approach to Daily Management, contact myself Ross Kennedy at ross.kennedy@ctpm.org.au or purchase my Daily Management book using this link.

Daily Management Book Cover

 

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