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

[Audio] Hello and welcome to today's lean presentation on a Lean Daily Management System. What is a Lean Daily Management System? A Lean 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] We will be discussing today: The Hour-by Hour Process • The SQCDP Process • And Leader Standard Work.

[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 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 - what we would like to be at: • 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 LDMS 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] 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 dimension. • Ensuring no red indicator is left unexplained. • Driving actions when targets are missed — immediately, not later..

[Audio] 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 are updated correctly and on time. 2. The Visual Management Board huddles are: 3. Held daily and focused on performance and actions. Just do it and long-term actions are: Clearly owned. Actively followed up. Closed with impact confirmed. 4. If the process is not followed, results cannot be trusted..

[Audio] 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] 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] Accountability verses Responsibility. Operators and Shop floor personal are responsible for updating the Hr. to Hr. boards and executing actions. Managers and Zone Managers 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..

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

[Audio] Hour by Hour Board (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, it lets teams identify production gaps as they happen so issues can be fixed immediately. 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 actually 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..

[Audio] Here are some examples of Hour-to-Hour Production Boards found out on a production floor..

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

[Audio] In this presentation we have the daily incident body map safety standard 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 year..

[Audio] On this slide we have the daily quality standard and the daily quality standard is owned by the quality lab or quality representative, and this key performance indicator helps ensure product quality and also helps identify any quality issues..

[Audio] During the define stage, this slide shows the Quality Chart Standard and can help the team establish real time monitoring and helps identify production performance, number of minor and major nonconformities, customer claims, rejects, overall OEE percentages and downtime..

[Audio] On this slide we have the daily cost and production standard and is owned by the upstream, downstream and finishing managers and this key performance indicator helps identify cost of poor quality and cost staying within the daily budget..