Daily Management Walk About

1Marek.Piatkowski@Rogers.com
Daily
Management
Walk About
Introduction
Thinkingwin, Win, WIN
Daily Management Walk About
Introduction
Marek Piatkowski – October 2016

Daily
Management
Walk About
Introduction
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

Daily
Management
Walk About
Introduction
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
 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
 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
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
Daily Walk-about Schedule
REVIEW:
• SAFETY
• QUALITY
• DELIVERY
• PRODUCTIVITY
• COST
• PEOPLE
09:00
09:40
09:30
09:20
09:10STATOR
POTTING
ROTOR 2
FINALASSY
ELECTRONICS
ROTOR 1
09:50
SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE

Daily
Management
Walk About
Introduction
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
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
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
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
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 a noisy environment by using headsets

Daily Management Walk About – is about solving problems

Daily
Management
Walk About
Introduction
Changing the World. One Transformation at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

Daily Management Walk About

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Daily Management Walk About