dm webinar ppt 17 june
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1Daily Management Practice of Tata Steel
Pankaj Kumar
Head Total Quality Management; Tata Steel
15:00- 16:15 IST || 17th June, 2015
-
2Confidential document. For limited circulation within the Tata Group only
Webinar Agenda
SN Time Slot Session Process Owner
1 15:00- 15:05 IST Introduction Sanjeev Singh; TQMS
2 15:06- 15:55 IST Explain the practice Pankaj Kumar; Tata Steel
3 15:56-16:15 IST Q&A Sanjeev Singh; TQMS
Pankaj Kumar; Tata Steel
-
3Confidential document. For limited circulation within the Tata Group only
SN Practice/Process Presenter Date Timing
5 Daily ManagementPankaj Kumar,
Tata Steel
June 17th, 2015
(Wednesday)15:00-16:15 IST
6Effective Supply Chain
Management
Dr Manu Vora,
ASQ
June 18th, 2015
(Thursday)17:00- 18:00 IST
7New Product Development
Process
Chris Elliot,
Tata Steel Europe
June 24th, 2015
(Wednesday)15:00-16:00 IST
8 Corporate Best Practice HubJohn Holland,
Jaguar Land Rover
July 01st, 2015
(Wednesday)15:00-16:00 IST
9 Risk ManagementParshuram Date,
Tata Power
July 08th, 2015
(Wednesday)15:00-16:00 IST
10Critical Chain Project
Management
Sudipto Sarkar,
Tata Steel
July 15th, 2015
(Wednesday)15:00-16:00 IST
11 Leadership ExcellenceDr Manu Vora,
ASQ
July 16th, 2015
(Thursday)17:00- 18:00 IST
EDGE Webinars
-
4Confidential document. For limited circulation within the Tata Group only
EDGE The Tata Best Practices portal
What it offers:
Repository of good practices Discussion forums for ~30 Communities of Interest (CoIs) Provision for Q&As in areas of work Section for videos of practice owners
197good practices
posted
650+likes and
comments by
Tata employees
More than
15000+ visits
from ~65 Tata companies
10300+registered members
850+Subject Matter
Experts
Direct access
through 38Tata intranets
-
5Confidential document. For limited circulation within the Tata Group only
The objective of the EDGE webinars is to share and facilitate a discussion on good practices from
Tata companies for evaluation & suitable adoption in our companies. We take this opportunity to
thank Pankaj Kumar from Tata Steel for sharing the Daily Management practice with us.
We are also grateful to all our participants attending the todays call.
Happy sharing & learning
Kind regards
Team TQMS
Acknowledgement
-
6Confidential document. For limited circulation within the Tata Group only
Pankaj Kumar
Head Total Quality Management; Tata Steel
pkumar@tatasteel.com
BE (Mechanical) MNREC Allahabad, M.Tech (Industrial Engg) IIT Delhi, PGDQMfrom MIQ
Joined Tata Steel as Graduate Trainee 1986 batch.
Lead Assessor for ISO 9001, ISO 14001 & OHSAS 18001, TBEM Assessor & TeamLeader
Certified Total Productive Maintenance (TPM) Instructor from Japan Institute of PlantMaintenance.
Six Sigma Black Belt from IGE India
Facilitated TPM & TQM implementation at Tata Steel with active assistance from JIPMTPM Consultants & JUSE TQM consultants of Japan.
Published a book titled Daily Management the TQM Way : The key to success in TataSteel authored jointly with Prof. Yukihiro Ando of Japan. This book was awarded theMasing Book Prize 2011 at ANQ Vietnam in Sept. 2011.
Presented technical papers in International Conferences (in USA & Japan) and inInternational journals on TPM & TQM deployment.
Joined Ph D program at the Industrial & Systems Engineering department of IITKharagpur (July 2013).
Presenter
-
Contents
A Tata Steel: Brief Overview
B Background of TQM/Daily Management
C Why Daily Management?
D What is Daily Management?
E How to Implement Daily Management? - The Tata Steel Way
F Questions & Answers
7
-
Tata Steel: Brief Overview
Established in 1907, Worlds 2nd most diversified steel producerwith operations in 26 countries producing 27+ MTPA crude steel &employing 80000+ people
Tata Steel India operations, a conglomerate of 3 types ofindustries (Mining, Iron & Steel, Engineering & Projects) producing9.7 MTPA crude steel with 37000 people and Rs.42000 croresturnover
Delivers products and services through 3 business value chains Steel (93%), Raw materials (6%) and others (1%).
Setting up the 1st phase of 3 MTPA steel capacity in Odisha, thelargest single industrial project being executed in India
8
-
Improvement -an Initiative
Improvement
a Continual Journey
Improvement -a Culture
QIP
QC Benchmarking
TPM
KM
Value
Engg.6
EVA
+
ASPIRE T3
(TQM,TOC,
Technology
)
KVHSCQA
Suggestion
Management
Improvement Orientation: Building a Culture
Small
Group
Activities
ISO
9001
1907 1991 2005 2012 &
beyond
AQUIP
TOP
TOC
TQM
1996Mid 90s
JN Tata TQA TBEM Deming
Assessment Models for Business Excellence
CII-Exim
Shikhar
25
9
JRD QV Award 2000
Leadership award 2004Deming Prize 2008
Deming Grand Prize 2012
-
Improvement(Gradual
Improvement)
Sustenance/Standardization
Innovation (Breakthrough Improvement)
Why Daily Management?
(Courtesy : Shoji Shiba)10
-
Look at the sky with feet firmly on the ground !
Importance of Sustenance
11
-
Importance of Daily management
Month
Impro
vem
ent
Big Improvementby Policy Management, Problem Solving/Task
Achieving etc.
Keep stable, Improve progressively
All the members must commit continuously, long term. No shining stories.
12
-
Importance of Daily managementIf Daily Management is poor???
Month
Impro
vem
ent Big Improvement
by Policy Management, Problem Solving/Task
Achieving etc.
All the efforts, investments should be gone.13
-
Challenges for Sustenance at TSL1. Large and diverse employee base ( 37000 employees) with geographically spread locations
2. Some operations located in backward areas (literacy & economic conditions)
Need for an standardized Daily Management framework with robust process
control system to get the desired product/service requirements consistently.
Business to Business
Distributors and Retailers
Directly to Consumers
Homogenization
(1 Hot Metal)
Developing wide
variety of products
(290 Grades
950 Products
15000 SKUs)
Different type of
marketing efforts
Auto
Construction
Heterogeneous
inputs
(7 types)
3. Diverse operating characteristics at different stages of steel making and selling
14
-
What is Daily Management?
A S-D-C-A Cycle
ACT
CHECK
STANDARDIZE
DO
CYCLE for Maintaining Current Level 15
-
SDCA & PDCA Cycles
Standard
DoCheck
Act
S
(1) Define the
Problem
4) Take
Actions to
Improve
5) Confirm
the Effect
(3) Analysis to find
out the root cause of
the problem
6) Revise standards for
recurrence prevention
2) Measure/
Observe to grasp
symptoms
16
-
Daily Management: SDCA-PDCA Cycles
17
S1: What is the role and the objective of the Job of your group? (Group means department/section you are responsible)
S2: Have you prepared standards for the job?S3: By what indicators do you evaluate the status of S1?S4: Do you have a system to check the status?
D1: Are you doing the job as per the specified standards in S2?D2: Are you monitoring the job in appropriate frequency using the
control points?
C1: Have you evaluated current status of the job by the datacompared to specifications?
C2: Could you find abnormalities in appropriate frequencies?
A1: Have you taken immediate actions on non-conformities?
A2: Have you taken timely corrective and preventive actions? Haveyou revised standards, control points and control levels as appropriate?
-
Line A Line B Line C Line D
In Process
measure
Inspection
Customer
Complaint
Which line is the best & which line is the worst?
High Low Low
High
High
Low
LowLowLow
LowLow
Low
Efforts should be made to move from eg Line B Line C Line D Line A
18
Daily Management: A Process Approach
-
Daily Management include
Management for
Hourly Job
Daily Job Weekly Job Monthly Job Seasonal Job Yearly Job & etc.
Jobs in front line Operation. Supervisors job Section Managers Job Department to Top Managers Job & etc.
Daily Management : Management for routine Jobs
at all levels.
19
-
Ho
url
y Jo
bD
aily
Jo
b
Wee
kly
Job
Mo
nth
ly J
ob
An
nu
al J
ob
War room Mtg
Daily Inspection checklist
Safety visit
Daily Production Plan
Cleaning of raking m/c boom
Clearing of bills
Checking of temp by nurse
Processing of heat tapped
ABP formulation
Rewards and recognition
Shutdown Activity
MR Meeting
Performance Review of division
Cost Meeting
Daily Production Plan
What does Daily Management Include?
20
-
Daily Management
What Management of regular / routine / transactional activities
Avoiding the DRIP phenomenon
Why Maintain current levels of performance
Gradual improvement
Advantages Stable & predictable operations
Consistent quality
Timely deliveries
Better safety
21
-
TSL Integrated Improvement Framework
22
-
Daily Management Promotion at TSL
DM System Development
DM System Deployment &
Promotion
Evaluation & Assessment
Bringing Improvement
Standardized Flow Chart for Operation, Maintenance and services
MOU system for internal customers
Integration with ISO 9001 QMS and TPM
2**2 Matrix for process stability- product conformity
DM Workbooks publication Training Modules for all levels of
workforce (Half to 2-days) E-learning modules Pocket-books in local languages DM Newsletters DM Conference DM Observation Book DM Quiz on Intranet
DM assessment by TQM experts
DM Internal assessments (5-stage process/ quarterly/annual assessments)
2*2 matrix status review at MD-on-line
Sharing on assessment observations with all units Revision of DM process/workbook Sharing of DM best practices on MD-on-Line Recognition of best DM units in JWQC function
-
24
Revision 3
Revision 2
Revision 1
3rd Edition
4th Edition
2nd Edition
1st Edition2011 (page 122)
2009 (page 133)
2007 (page 66)
2006 (page 56)
New DM Book 2014 (page 227)
Evolution of Daily Management Process
5th Edition
Revision 4
-
Daily Management Process Flow - Operations
25
-
Do/Perform the activities and Monitor KPIs against Plan/Target/Band using charts as defined and identify/document deviations/abnormalities with reasons
Daily Management Process Flow: Maintenance
Corrective & Preventive Actions in case of deviations against plan (Rotation of PDCA)
Compilation of KPIs in the KPI Tracker with base & target levels, monitoring frequency and assigned responsibilities and develop standard operating procedures to control the processes
Develop Roles & Objectives (as per Dr. Kanos questions) For identification of KeyPerformance Indicators (KPIs)
Co
rpo
rate
DM
Flo
w C
har
t
Standardize
Do & Check
Act
Roles & Objectives
KPI TrackerSOPs
Charts/Check Sheet
CAPA Sheet
Revise Standard procedures
MOU with Internal Customers
MOU Sign Off
26
-
Do/Perform the activities and Monitor KPIs against Plan/Target/Band using charts as defined and identify/document deviations/abnormalities with reasons
Daily Management Process Flow : Service
Corrective & Preventive Actions in case of deviations against plan (Rotation of PDCA)
Compilation of KPIs in the KPI Tracker with base & target levels, monitoring frequency and assigned responsibilities and develop standard operating procedures to control the processes
Develop Roles & Objectives (as per Dr. Kanos questions) For identification of KeyPerformance Indicators (KPIs)
Develop Management system Chart for identification of In-process KeyPerformance Indicators (KPIs)
Co
rpo
rate
DM
Flo
w C
har
t
Standardize
Do & Check
Act
Roles & Objectives
KPI TrackerSOPs
Management System Chart
Charts/Check Sheet
CAPA Sheet
Revise Standard procedures
MOU with Internal Customers
MOU Sign Off
27
-
Improvement in Coke CSR-Reduction in Variation
X: 63.973 (63.973); Sigma: .59266 (.59266); n: 1.
24-Jan-08
14-Feb-08
20-Mar-08
9-Apr-08
3-May-08
23-May-08
12-Jun-08
2-Jul-08
24-Jul-0845
50
55
60
65
70
75
62.195
63.973
65.751
Moving R: .66875 (.66875); Sigma: 1.1982 (.50525); n: 1.
24-Jan-08
14-Feb-08
20-Mar-08
9-Apr-08
3-May-08
23-May-08
12-Jun-08
2-Jul-08
24-Jul-08-202468
101214
0.0000
.66875
2.1845
Stage-1 Stage-2 Stage-3 Stage-4
Daily Management Effects (Case 1)
Plant : Coke Plant Indicator : Coke Strength after Reaction
Reduction in variation led to better operations at Blast Furnace resulting into improved quality of hot metal at reduced cost
28
-
1RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (JUL' 2006)
X-bar, 90.7
UCL, 93.6
LCL, 87.9
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
C A B C A C A B C B C A C A B C A B A B C C A C A C A B C A B C A A A B C A B C B C A B C B C B C B A A B C A B C B C A B A B C A C
2-Jul-06 3-
Jul-
06
4-Jul-06 6-
Jul-
06
7-Jul-06 8-Jul-
06
9-Jul-06 11-
Jul-
06
12-
Jul-
06
13-Jul-
06
14-Jul-
06
15-
Jul-
06
16-
Jul-
06
17-Jul-
06
18-Jul-
06
20-Jul-
06
25-
Jul-
06
26-Jul-
06
27-Jul-
06
29-
Jul-
06
30-Jul-
06
31-
Jul-
06
DATE & SHIFT
-3
.1
5
mm
DATA OUTSIDE CONTROL LIMIT - 18
2
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (AUG' 2006)
X-bar, 90.7
UCL, 93.6
LCL, 87.9
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
A B A B C B C A B A B C A B C A B C A B C A B C C C A B C A C A B C A B C B C A B C A B C A B A C A C A B C A B C A C A B C A B C C
1-
Aug-
06
2-Aug-
06
4-
Aug-
06
5-Aug-
06
6-Aug-
06
7-Aug-
06
8-
Aug-
06
10-
Aug-06
13-
Aug-06
14-
Aug-
06
15-
Aug-06
16-
Aug-06
18-
Aug-06
19-
Aug-
06
22-
Aug-
06
23-
Aug-
06
24-
Aug-
06
25-
Aug-06
26-
Aug-
06
28-
Aug-
06
29-
Aug-06
30-
Aug-06
DATE & SHIFT
-3
.1
5 m
m
DATA OUTSIDE CONTROL LIMIT - 12
4
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (OCT' 2006)
X-bar, 90.2
UCL, 96.7
LCL, 83.8
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
A B C A C B C A B C A C A B A B C C A B C B C C C A A C A B C B C A B B C B C B A C A C A B A B C A C C B
1-Oct-06 2-
Oct-
06
4-Oct-06 5-
Oct-
06
6-Oct-
06
7-Oct-06 9-Oct-
06
15-
Oct-
06
16-
Oct-
06
17-Oct-06 19-
Oct-06
24-
Oct-
06
25-
Oct-
06
26-
Oct-06
27-Oct-06 28-
Oct-
06
DATE & SHIFT
-3
.1
5
mm
DATA OUTSIDE CONTROL LIMIT - 2
6
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (DEC' 2006)
X-bar, 90.2
UCL, 96.7
LCL, 83.8
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
C A A B C A B C A B C A C A B C A C A B B C A B C A B C A B C B C B C C C B B C A B C A C A B C A B C B
2-
Dec-
06
3-Dec-06 4-
Dec-
06
6-Dec-06 7-
Dec-
06
8-Dec-06 10-
Dec-
06
11-
Dec-
06
15-Dec-06 16-Dec-06 17-Dec-06 24-Dec-06 25-
Dec-
06
26-Dec-06 27-
Dec-
06
DATE & SHIFT
-3
.1
5
mm
DATA OUTSIDE CONTROL LIMIT - NIL
8
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) FEB'2007
X-bar, 92.4
UCL, 98.3
LCL, 86.5
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
100
C A B C A C C B C A B C A B C B C B A B C A B C A B C A C A B C A B C A A B C A C B C B A B C A B C A A C B C
1-Feb 2-Feb 2-Feb 2-Feb 3-Feb 3-Feb 4-Feb 5-Feb 5-Feb 6-Feb 6-Feb 6-Feb 7-Feb 7-Feb 7-Feb 8-Feb 8-Feb 9-Feb 10-
Feb
10-
Feb
10-
Feb
11-
Feb
11-
Feb
11-
Feb
12-
Feb
12-
Feb
12-
Feb
13-
Feb
13-
Feb
14-
Feb
14-
Feb
14-
Feb
16-
Feb
16-
Feb
16-
Feb
17-
Feb
18-
Feb
18-
Feb
18-
Feb
19-
Feb
19-
Feb
20-
Feb
20-
Feb
21-
Feb
22-
Feb
22-
Feb
22-
Feb
23-
Feb
23-
Feb
23-
Feb
25-
Feb
26-
Feb
26-
Feb
27-
Feb
27-
Feb
DATE & SHIFT
-3
.1
5
mm
%
DATA OUT SIDE CONTROL LIMIT - NIL
10
RMBB-2, (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) APR'2007
X-bar, 92.7
UCL, 98.7
LCL, 86.7
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
100
A B C A A B C A C A B C A B C A B C A B C A C A C A B C A B C A C C A B C A C A B C A B C C C A B C A B B C A C A B A B
1-Apr 3-
Apr
4-Apr 5-
Apr
6-Apr 7-
Apr
8-
Apr
8-
Apr
9-
Apr
10-
Apr
10-
Apr
11-Apr 12-
Apr
13-
Apr
14-Apr 15-Apr 16-
Apr
17-
Apr
18-Apr 19-
Apr
20-
Apr
21-
Apr
21-
Apr
22-Apr 23-
Apr
24-
Apr
25-Apr 26-Apr 27-
Apr
27-
Apr
28-
Apr
29-Apr 30-Apr
DATE & SHIFT
-3
.1
5
mm
%
PROCESS NOT STABLE NOT CAPABLE
12
RMBB-2 (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) JUNE'2007
X-bar, 92.7
UCL, 98.7
LCL, 86.7
USL, 95.0
LSL, 88.0
80
82
84
86
88
90
92
94
96
98
100
B C A A B C A C A B C A B C A C A C A B C A B A C A B C A A B C A B C A B C B A C A
2-Jun 3-Jun 5-Jun 6-Jun 7-Jun 8-Jun 9-Jun 10-Jun 11-Jun 13-Jun 16-Jun 17-Jun 19-Jun 26-Jun 27-Jun 29-Jun 30-Jun
DATE & SHIFT
-3
.1
5
mm
%
3
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (SEP' 2006)
X-bar, 90.7
UCL, 93.6
LCL, 87.9
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
B C A B C A B C A B B A C B C A B C A B A B C A A B C A C A B C B C A C A A A C A B C B B C B A C A B C A B
2-Sep-06 3-Sep-06 4-
Sep-
06
6-
Sep-
06
9-Sep-06 10-
Sep-
06
11-
Sep-
06
13-
Sep-
06
14-Sep-06 15-
Sep-
06
16-Sep-06 18-
Sep-
06
19-
Sep-
06
20-
Sep-
06
22-
Sep-
06
23-Sep-06 28-
Sep-
06
29-Sep-06 30-
Sep-
06
DATE & SHIFT
-3
.1
5
mm
DATA OUTSIDE CONTROL LIMIT - 12
5
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (NOV' 2006)
X-bar, 90.2
UCL, 96.7
LCL, 83.8
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
C C A B C B B B A B B C A C A B A B C B C B C C A B C C B C A B C A C A B A B C C B C
4-Nov -06 11-
Nov -
06
14-
Nov -
06
15-Nov -
06
17-Nov -06 21-Nov -06 24-Nov -06 25-
Nov -
06
26-Nov -
06
27-Nov -06
DATE & SHIFT
-3
.1
5
mm
DATA OUTSIDE CONTROL LIMIT - NIL
9
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) MAR'2007
X-bar, 92.4
UCL, 98.3
LCL, 86.5
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
100
A B C A C A C A A C B C A B A C A B C A B C C B C A B C C A B C A B C A B C B C A C A C A B C A B C A B C A C C A B C B C A C B C
1-Mar 2-
Mar
3-
Mar
4-
Mar
5-
Mar
7-Mar 8-
Mar
11-Mar 12-Mar 15-Mar 17-Mar 18-Mar 19-Mar 21-
Mar
22-
Mar
23-Mar 24-Mar 25-Mar 26-
Mar
28-Mar 30-
Mar
DATE & SHIFT
-3
.1
5
mm
%
7
RMBBN (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) JAN'2007
X-bar, 92.4
UCL, 98.3
LCL, 86.5
USL, 95.0
LSL, 88.0
82
84
86
88
90
92
94
96
98
100
C C A C B C C A A B C B A B C A B A A C C A A B C C A A C B C B C B C A C A C A
5-Jan 10-
Jan
11-Jan 13-Jan 14-Jan 15-
Jan
17-
Jan
19-
Jan
21-Jan 23-
Jan
24-
Jan
29-
Jan
30-
Jan
31-
Jan
DATE & SHIFT
-3
.1
5
mm
%
DATA OUTSIDE CONTROL LIMIT - NIL
11
RMBB-2 (S- PLANT) DAILY MANAGEMENT
F-C FINENESS (-3.15 mm) MAY'2007
X-bar, 92.7
UCL, 98.7
LCL, 86.7
USL, 95.0
LSL, 88.0
80
82
84
86
88
90
92
94
96
98
100
A B B C A A C A C A A C B A C A B C A C C A B C A A B A C A B C B A B C A C B C A A B C A C A C A B C
1-May 2-May 2-May 3-May 4-May 5-May 6-May 7-May 8-May 9-May 10-May 11-
May
12-
May
13-May 14-
May
15-May 16-
May
17-May 19-
May
20-May 21-
May
22-
May
22-
May
23-
May
24-May 25-
May
26-
May
27-May
DATE & SHIFT
-3
.1
5
mm
%
Z
13
F-C FINENESS (JUL' 2006)
X-bar, 90.7
UCL, 93.6
LCL, 87.9
80
82
84
86
88
90
92
94
96
98
100
C A B C A C A B C B C A C A B C A B A B C C A C A C A B C A B C A A A B C A B C B C A B C B C B C B A A B C A B C B C A B A B C A C
2-Jul-
06
3-
Jul-
06
4-Jul-
06
6-
Jul-
06
7-Jul-
06
8-
Jul-
06
9-Jul-
06
11-
Jul-
06
12-
Jul-
06
13-
Jul-
06
14-
Jul-
06
15-
Jul-
06
16-
Jul-
06
17-
Jul-
06
18-
Jul-
06
20-
Jul-
06
25-
Jul-
06
26-
Jul-
06
27-
Jul-
06
29-
Jul-
06
30-
Jul-
06
31-
Jul-
06
DATE & SHIFT
DATA OUTSIDE CONTROL LIMIT - 18
F-C FINENESS MAY'2007
X-bar, 92.7
UCL, 98.7
LCL, 86.7
80
82
84
86
88
90
92
94
96
98
100
A B B C A A C A C A A C B A C A B C A C C A B C A A B A C A B C B A B C A C B C A A B C A C A C A B C
1-
May
2-
May
2-
May
3-
May
4-
May
5-
May
6-
May
7-
May
8-
May
9-
May
10-
May
11-
May
12-
May
13-
May
14-
May
15-
May
16-
May
17-
May
19-
May
20-
May
21-
May
22-
May
22-
May
23-
May
24-
May
25-
May
26-
May
27-
May
DATE & SHIFT
-3.1
5 m
m %
Z
Better
Daily Management Effects (Case 2) Plant : Sinter Plant Indicator : Flux Crushing Fineness %
July 2006 May 2007
Low Spikes disappeared
Reduction in variation led to better quality of flux meeting customer specifications and resulting into improved quality of sinter
Long term continuous efforts created great improvement
29
-
Result: Unfavorable Variation reduced causing 0.05%
improvement in yield saving approx 2 crore/annum
Daily Management Effects (Case 3)
30
-
31
-
(Copyright : Prof. Yukihiro Ando)
Managed (Stable)
Reject / B
ad
(Not C
on
form
ing
)A
ccept/G
oo
d
(Confo
rmin
g)
Un-Managed (Unstable)
Quadrant: 2Quadrant: 1
Quadrant: 3 Quadrant: 4
2*2 Matrix : Process Stability Product Conformity
32
-
a) Corporate 2x2 KPI status
b) Division wise 2x2 KPI status
c) KPIs that changed Quadrants
d) KPIs that continue in Red Quadrant (Q1)
Note: All status is as on 31 Jan13 33
Total KPIs: 163
DM Health Indicator: 2*2 Matrix
Div. Dept. KPIContinuing in
RED sincePQCDSM
Coke Plant -
BPP
Cyanide in treated
effluentDec'12 Q
Sinter Plant 3 Sinter CaO Oct'12 Q
Pellet Plant Swelling Index Dec'12 Q
FP FP - M & S Net Realisation for DET Dec'12 Q
CSI
Div. Dept. KPIAs on 31
Dec'12
As on 31
Jan'13
PQCDS
M
RM West Bokaro - Washery 3 Misplacement of clean coal (WB Washery 4 2 Q Coke Plant - Battery 3 Coke Moisture 1 4 Q Coke Plant - Battery 3 M40 2 1 Q Coke Plant - Battery 89 M40 4 2 Q Coke Plant - Battery 3 CSR 4 1 Q Coke Plant - Battery 567 CSR 2 1 Q Coke Plant - Battery 89 CSR 2 1 Q
Coke Plant - BPP Ammonia in clean COG 4 3 Q Sinter Plant 2 Sinter CaO 2 1 Q Sinter Plant 1 Sinter RDI 4 2 Q Sinter Plant 2 Sinter RDI 2 4 Q Sinter Plant 3 Sinter RDI 1 4 Q Sinter Plant 4 Sinter RDI 1 4 Q
Hot Metal Logistics Delays in Blast Furnaces due to HML (HML) 2 1 P LD 2 & SC Super Heat 15-30 C (LF heats) (Ld2&SC) 2 4 Q
HSM Rejections - Downgrade 4 1 Q LD1 Rhombodity of CC#1 2 4 Q LD1 Rhombodity of CC#2 1 4 Q LD1 Rhombodity of CC#3 2 4 Q LD1 Nitrogen Pickup in Tundish in WR3 4 1 Q LD1 LF-Out Oxygen of EWNR/EQBG/CAQ 2 4 QMM Weight tolerance of Rebar(20 mm) 3 4 Q
Mech.Maint - NBM Mill Stand Gear box vibration 4 2 PMech.Maint - NBM Mill Stand Gear Box Life 4 3 P
CSI
FP
LP
SS
as on 31
Dec'12
as on 31
Jan'13
RM 20 20 0,(0%) 5,(25%) 2,(10%) 13,(65%)
CSI 55 56 9,(16.1%) 9,(16.1%) 5,(8.9%) 33,(58.9%)
FP 25 25 2,(8%) 2,(8%) 0,(0%) 21,(84%)
LP 34 34 1,(2.9%) 2,(5.9%) 1,(2.9%) 30,(88.2%)
SS 30 28 0,(0%) 1,(3.6%) 1,(3.6%) 26,(92.9%)
Total 164 163 12,(7.4%) 19,(11.7%) 9,(5.5%) 123,(75.5%)
Div. Nos, Q1 Nos, Q2 Nos, Q3 Nos, Q4
No. of KPIs
-
Daily Management Effects : Intangible
Clarity in roles and objectives up to shop floor levels
Empowerment: SOP-based decision making at all levels
Enhancement in internal customer focus
Understanding about stability of processes
Improved appreciation about input sources of variation, in process measures and control charts thru PFC-FMEA-CP-process control
Improved documentation & standardization
Visualization of processes/systems (Management System Charts) and its indicators for timely actions
SDCA - PDCA - SDCA way of thinking
Improved team work, involvement and enthusiasm of a large group of employees in improvement activities
-
Daily Management Book
Productivity & Quality Publishers1st Print : Oct. 2010ISBN : 978-81-85984-40-7Price : Rs. 295/-
Released by Dr. Noriaki Kano, at ANQ 2010
35
-
Challenges in applying Daily Management
Knowing - Doing Gap
36
-
37Confidential document. For limited circulation within the Tata Group only
Guidelines for Question & Answer Session
Please press *1 to unmute your telephone line and ask your question
-
38Confidential document. For limited circulation within the Tata Group only
We would be delighted to facilitate implementation of elements of this
practice in your company!
If you are excited, then contact any one of the following soon
Pankaj Kumar Tata Steel pkumar@tatasteel.com
Sanjeev Singh Tata Quality Management Services sanjeev@tataquality.com
Vikash Chandra Tata Quality Management Services vikash@tataquality.com
Bilal Ahmad Tata Quality Management Services bilal@tataquality.com
-
39Confidential document. For limited circulation within the Tata Group only
Polling Session
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phone
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SN Practice/Process Presenter Date Timing
6Effective Supply Chain
Management
Dr Manu Vora,
ASQ
June 18th, 2015
(Thursday)17:00- 18:00 IST
7New Product Development
Process
Chris Elliot,
Tata Steel Europe
June 24th, 2015
(Wednesday)15:00-16:00 IST
8 Corporate Best Practice HubJohn Holland,
Jaguar Land Rover
July 01st, 2015
(Wednesday)15:00-16:00 IST
9 Risk ManagementParshuram Date,
Tata Power
July 08th, 2015
(Wednesday)15:00-16:00 IST
10Critical Chain Project
Management
Sudipto Sarkar,
Tata Steel
July 15th, 2015
(Wednesday)15:00-16:00 IST
11 Leadership ExcellenceDr Manu Vora,
ASQ
July 16th, 2015
(Thursday)17:00- 18:00 IST
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