DMS Playbook - V1.0 Athens, GA "Daily Management System"

[Audio] Hello and welcome to today's lean presentation on our Daily Management System. What is a Daily Management System? A Daily Management is a system allows us to know on a daily basis whether we are on track or off track to meeting our goals through visual boards, rapid problem solving, and continuous improvement, rather than firefighting and try to solve the issues at the source. The main questions are: Are we winning or losing, and what actions do we need to take to become successful..

[Audio] Today presentation we will be sharing: RWDC's Vision Statement What is Daily Management The Hour-by Hour Process • The SQCDP Process Action – Accountability Boards.

[Audio] RWDC's Vision: Is committed to providing products that meet all Global regulatory requirements and customer expectations. We are fully committed to providing a healthy and safe work environment with continuous improvement of our Integrated Management System, as a part of everything we do. Is committed to adhering to all Global regulatory and legal requirements and to prevention of any negative environmental impact. We are fully committed to continuous improvement of our environmental stewardship system by measuring, controlling, and minimizing the ecological and carbon footprint of our operations and maximizing the positive impact of our products..

[Audio] What is Daily Management? A discipline, daily process of gathering data, breaking problems down and developing sustainable solutions. Current State: • Spending too much time "fire-fighting". • No time to plan or work on strategic projects. • Face same problems over and over again. • Never know if we will hit targets. • Don't have what we need to do a good job. • Constantly having to do "work-arounds". • Not "set up to win". Future State – the Goal: • Transition to proactive leaders. • Manage and control priorities in order to continuously improve. • Confidently meet targets. • Know clearly what they need to do. • Understand what good looks like. • Solve problems as they occur..

[Audio] Accountability to run the Daily Management System Accountability means: Owning the process – every day. Management is accountable for: Results - Meeting daily SQCDP targets and reacting immediately to deviations. Process Adherence - Ensuring the Daily Management System is used as designed, Hour-by-Hour, SQCDP board, Actions, Escalation). Problem Solving - Making sure problems are addressed at the right level, at the right speed. People & Standards - Coaching teams, enforcing standards, and creating stability on the shopfloor. What Accountability is NOT: Delegating the daily management system to operators only. Waiting for support functions to fix daily problems. Reviewing numbers without acting. Escalating everything instead of solving locally..

[Audio] Number 1: Accountability for Results. Management is accountable for daily performance, not just monthly or quarterly outcomes. This includes: • Reviewing the previous day performance before the start of work each morning. • Understanding gaps vs. target for each SQCDP key process indicators. • Ensuring no red indicator is left unexplained. • Driving actions when targets are missed — immediately, not later..

[Audio] Number 2: Accountability for the Daily Management Process. Each Department Manager must ensure that the Daily Management System process is followed every day, without exceptions. 1. Hour by Hour boards and Power apps are updated correctly and on time every shift. 2. The Visual Management Board huddles are: Held daily in the mornings and focused on performance and actions. 3. The Just do it and long-term actions are: Clearly owned. Actively followed up on. Closed with impact confirmed. 4. If the process is not followed, results cannot be trusted..

[Audio] Number 3: Accountability for Problem Solving. Accountability does not mean solving every problem personally — it means making sure every problem is solved. All Management must ensure: Problems are addressed at the lowest possible level. Just do it actions are executed quickly. Long Term Actions are escalated only when necessary. Root causes are investigated for recurring issues and the same problem does not appear again and again..

[Audio] Number 4: Accountability for People, Standards & Behavior. Zone Managers are accountable for creating an environment where Daily Management works. This includes, coaching teams on: What does good looks like. How to use visual management. How to raise and solve problems. Enforcing standards consistently. Being present at the morning and afternoon huddles. Role-modeling the expected behavior..

[Audio] Number 5: Accountability verses Responsibility. Operators and Shop floor personal are responsible for updating the Hour to Hour boards and executing actions as needed. Zone Managers and supervisors are accountable for: The quality of the data. The speed of reaction. The effectiveness of actions. The sustainability of improvements. Daily Management only works when the line management owns it, visibly, consistently, and every day..

[Audio] The Hour-by-Hour Process and what does that mean..

[Audio] Why do we need a Daily Management System. 1. To help reduce fire-fighting. 2. Trying to solve problems at the source. 3. Better, smoother communication among stakeholders, suppliers and customers. 4. And improving the value stream performance..

[Audio] An Hour by Hour board or process is also known as a production or tracking board, is a visual management tool used in Lean manufacturing to track a shift's planned versus actual output in real-time. The boards are generally placed on the shop floor, and it allows the team to identify production gaps as they happen so issues can be fixed immediately. Every machine or workstation or zone with a production plan will have an Hour-by- Hour Tracking Board and reporting losses daily, even on weekends and even when operators are not assigned to a machine or workstation or zone. A standard Hour-by-Hour board tracks the following metrics on an hourly basis: Hourly Target: The number of units or tasks expected to be completed in that specific 60-minute intervals. Actual Output: The number of good parts or kilograms are actually being produced. Variances: The gap between the target and the actual numbers. Downtime/Defects: Reasons for not meeting the target, machine stops, material shortages, quality issues, power outages, etc..

[Audio] On this slide we can see examples of Hour to Hour Production Boards found on a manufacturing production floor..

[Audio] The Daily Management System Playbook The slide represents the SQCDP process and standards for the visual management system..

[Audio] A SQCDP visual management board is used daily to easily visualize how teams perform on key indicators. The acronym stands for Safety, Quality, Cost, Delivery and People which all represent common and recommended indicators used within manufacturing companies. The purpose is to highlight problems and drive improvements and adapted to our current focus needs so that we are able to direct improvements to critical areas at RWDC. Benefits of an SQCDP board are: Better control of daily work results. Increased engagement and safety awareness. Better control of improvement activities. Improved quality in communication. Daily visibility of errors and unmet standards makes it easy to see where accountability belongs. When the board is placed in a public space, it encourages teams to stay focused, work smart and achieve targets..

[Audio] Objectives of the Tier 1 SQCDP Daily Morning Huddles Monitor daily performance across Safety, Quality, Delivery, Productivity, Cost and People Promote real-time problem solving and cross-functional alignment Enable escalation of issues from process team (Tier 1) to plant level (Tier 2) and to business unit level (Tier 3) Drive a continuous improvement culture through daily accountability and collaboration Work better together, create a real sense of 'Team ship' TBD: The morning operator brings / escalates anything of importance to the morning T1 SQPDC huddle. ❖ Ideally, the handover is done Face-to-Face (F2F) and between the leaving Shift Leader / operator and the incoming ones..

[Audio] On this slide we have the safety cross standard and the daily safety cross standard is owned by a safety representative and can help monitor the safety incidents and help promote a safer working environment..

[Audio] In this presentation slide we have the daily incident body MAP which shows each incident and location where the incident took place on the human body and is very useful to help monitor repeated offenders throughout the ENTIRE year..

[Audio] On this slide we have the daily quality standard and the daily quality standard is owned by quality, and this key performance indicator helps ensure product quality and also helps identify any quality issues like equipment downtime due to poor quality or contamination, rework, or customer claims..

[Audio] On this slide we have the daily cost and production standard and is owned by all Zone Managers and this key performance indicator helps identify if production cost stays within the daily budget – on target, and production goals and efficiency metrics were achieved and or deviated from the normal process..

[Audio] On this slide we have the daily delivery standard and this key performance indicator is owned by the shipping manager and this KPI helps us keep track of delivery of products on time or late deliveries or missed deadlines..

[Audio] On this slide we have the daily people standard and this standard is owned by the Zone Managers and HR and this key performance indicator helps keep the workforce engaged by maintaining a motivated workforce, examples: where are we short on people, do we need to move people around, any training or communications to be cascaded..

[Audio] Daily Management Playbook Action Boards and Problem-Solving Boards..

[Audio] An action and solution visual board often called an action board, or accountability board is a dynamic tool that bridges the gap between your goals and the daily steps needed to achieve them. An action board maps out the how by organizing specific tasks, obstacles, and solutions with the entire team. The 4 Core Sections 1. Current State / The Obstacle: What is standing in your way or currently slowing down your progress. 2. Action Steps: A breakdown of the exact tasks required to move forward, complete with assigned owners and deadlines. 3. Solution / Countermeasure: The actionable strategy you plan to execute to solve the obstacle. 4. Holding accountability across the team..

[Audio] On this slide shows some examples of visual action boards used at other manufacturing companies..

[Audio] More to come  Difficulty Matrix Leader Standard Work Process & Standards Gemba Walks Tier II Board Two levels of audits ensures the DMS stays under control and is used efficiently – Hour to Hour Boards – SQPDC Board Tier I - SQPDC Board Tier II.

[Audio] Remember, lean isn't just about processes; it's also about people. Most Lean organizations often report: - Higher employee satisfaction. - Lower turnover rates, and more proactive employee involvement in problem-solving and continuous improvement efforts. Thank you for you time - is there any questions?.