{"product_id":"understanding-measuring-and-improving-daily-management-9781138589414","title":"Understanding Measuring and Improving Daily","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eUnderstanding, Measuring, and Improving Daily Management\u003c\/em\u003e explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eReactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause a\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eContents\u003c\/p\u003e\u003cp\u003eIntroduction: The Importance of Effective Daily Management................. xi\u003c\/p\u003e\u003cp\u003e1 Supportive Organisation Structure – Element 1................................. 1\u003c\/p\u003e\u003cp\u003eThe Causes of Equipment Failure and the 5 Whys........................................... 2\u003c\/p\u003e\u003cp\u003eWhat Is the Pathway of Mechanical Equipment Failure?................................... 3\u003c\/p\u003e\u003cp\u003eFailure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4\u003c\/p\u003e\u003cp\u003eFailure Mechanisms......................................................................................... 4\u003c\/p\u003e\u003cp\u003eExample of the Impact of the Laws of Physics on the Failure\u003c\/p\u003e\u003cp\u003eMechanisms of Working Items....................................................................... 5\u003c\/p\u003e\u003cp\u003eThe Pendulum of Change – the History of Ownership within the\u003c\/p\u003e\u003cp\u003eWorkplace............................................................................................................ 7\u003c\/p\u003e\u003cp\u003eArea Based Team Structure................................................................................ 8\u003c\/p\u003e\u003cp\u003eThe 4 Stages of Area Based Team Development............................................. 13\u003c\/p\u003e\u003cp\u003eFurther Learning from Area Based Team Structure.........................................17\u003c\/p\u003e\u003cp\u003eThe Need to Address All Failures, Not Just Equipment Failures..................... 20\u003c\/p\u003e\u003cp\u003e2 Effective Frontline Leaders – Element 2........................................... 23\u003c\/p\u003e\u003cp\u003eWhat Do We Mean by Frontline Leader?......................................................... 23\u003c\/p\u003e\u003cp\u003eThe New Approach....................................................................................... 23\u003c\/p\u003e\u003cp\u003eWhat Should Be the Allocation of Time for a Frontline Leader\u003c\/p\u003e\u003cp\u003eSupporting Operational Excellence?............................................................. 25\u003c\/p\u003e\u003cp\u003eWhat Structure and Rosters Should We Have to Support the\u003c\/p\u003e\u003cp\u003eDevelopment of Our Frontline Leaders?...................................................... 26\u003c\/p\u003e\u003cp\u003eWhat Should Be the Roles and Responsibilities of a Frontline Leader?...... 28\u003c\/p\u003e\u003cp\u003ePossible Key Roles......................................................................................... 28\u003c\/p\u003e\u003cp\u003eCoaching of Team Members..........................................................................31\u003c\/p\u003e\u003cp\u003eWhat Attributes Should We Develop in Our Frontline Leaders?..................31\u003c\/p\u003e\u003cp\u003eWhat Skills Should We Develop in Our Frontline Leaders?........................ 32\u003c\/p\u003e\u003cp\u003e1. Knowledge of Responsibilities (Policies and Procedures)................... 34\u003c\/p\u003e\u003cp\u003e2. Knowledge of Work (Base Skills)........................................................ 34\u003c\/p\u003e\u003cp\u003e3. Skill in Instructing (Teaching Skills).................................................... 35\u003c\/p\u003e\u003cp\u003e4. Skill in Improving (Mastery Skills)....................................................... 35\u003c\/p\u003e\u003cp\u003e5. Skill in Team Work (Team Skills)......................................................... 35\u003c\/p\u003e\u003cp\u003e6. Skill in Leading (Leadership Skills)...................................................... 35\u003c\/p\u003e\u003cp\u003eTeam Skills, Teaching Skills and Leadership Skills Training....................... 35\u003c\/p\u003e\u003cp\u003eTeam Skills................................................................................................. 35\u003c\/p\u003e\u003cp\u003eTeam Skills Assessment.................................................................................... 39\u003c\/p\u003e\u003cp\u003eTeaching Skills and Leadership Skills........................................................... 42\u003c\/p\u003e\u003cp\u003eWhat Should Be a Typical Day\/Week of a Frontline Leader?...................... 43\u003c\/p\u003e\u003cp\u003eWhat Is the Best Way to Develop the Desired Attributes and Skills of\u003c\/p\u003e\u003cp\u003eOur Frontline Leaders?.................................................................................. 44\u003c\/p\u003e\u003cp\u003eUse of Skills Matrices.................................................................................... 44\u003c\/p\u003e\u003cp\u003eSummary Checklist for Developing Frontline Leaders.................................... 45\u003c\/p\u003e\u003cp\u003eNote................................................................................................................... 46\u003c\/p\u003e\u003cp\u003e3 Appropriate Measures – Element 3: Key Success Factors for\u003c\/p\u003e\u003cp\u003eOperations........................................................................................ 47\u003c\/p\u003e\u003cp\u003eOrder Is Important............................................................................................ 49\u003c\/p\u003e\u003cp\u003eEstablishing Performance Measures................................................................. 50\u003c\/p\u003e\u003cp\u003eDisplaying Your Performance Measures.......................................................... 50\u003c\/p\u003e\u003cp\u003eEstablishing a Baseline and Targets..................................................................51\u003c\/p\u003e\u003cp\u003eCall to Action.................................................................................................... 55\u003c\/p\u003e\u003cp\u003eNote................................................................................................................... 55\u003c\/p\u003e\u003cp\u003e4 Structured Daily Review Meetings – Element 4............................... 57\u003c\/p\u003e\u003cp\u003eNaming of Your Daily Review Meetings.......................................................... 58\u003c\/p\u003e\u003cp\u003eWhat Should Be the Reason and Purpose of a Daily Review Meeting?......... 59\u003c\/p\u003e\u003cp\u003eWhat Makes an Effective Daily Review Meeting?............................................ 60\u003c\/p\u003e\u003cp\u003eWhat Information Should Be Reported at Daily Review Meeting?..................61\u003c\/p\u003e\u003cp\u003eWhat Information Does the Production Manager Require on a Daily\u003c\/p\u003e\u003cp\u003eBasis?...............................................................................................................61\u003c\/p\u003e\u003cp\u003eSelecting Performance Measures for Review at a Daily Review Meeting........61\u003c\/p\u003e\u003cp\u003eDeveloping the Format and Agenda of a Daily\u003c\/p\u003e\u003cp\u003eReview Meeting................................................................................................. 62\u003c\/p\u003e\u003cp\u003eDetermining the Rules for a Daily Review Meeting........................................ 65\u003c\/p\u003e\u003cp\u003eSetting Triggers and Policies to Initiate Frontline Problem-Solving Root\u003c\/p\u003e\u003cp\u003eCause Analysis.................................................................................................. 66\u003c\/p\u003e\u003cp\u003eStart of Shift Review Meeting............................................................................67\u003c\/p\u003e\u003cp\u003e5 Visual Information Centres – Element 5........................................... 69\u003c\/p\u003e\u003cp\u003eWhat Should Be Displayed?.............................................................................. 70\u003c\/p\u003e\u003cp\u003eSetting Up Your Information Centres............................................................... 70\u003c\/p\u003e\u003cp\u003eExample Layout of Basic Concern Strip........................................................... 75\u003c\/p\u003e\u003cp\u003eExample Layout of a Root Cause Analysis Concern Strip............................... 76\u003c\/p\u003e\u003cp\u003e6 Frontline Problem-Solving Root Cause Analysis Capability –\u003c\/p\u003e\u003cp\u003eElement 6.......................................................................................... 81\u003c\/p\u003e\u003cp\u003ePLAN: Understand the Problem and Develop\u003c\/p\u003e\u003cp\u003ean Action Plan................................................................................................... 83\u003c\/p\u003e\u003cp\u003eDO: Implement Solutions (the Action Plan) (Step 5)....................................... 83\u003c\/p\u003e\u003cp\u003eCHECK: Evaluate Results (Step 6).................................................................... 84\u003c\/p\u003e\u003cp\u003eACT: List Future Actions (Step 7)...................................................................... 84\u003c\/p\u003e\u003cp\u003eIntroducing Frontline Problem-Solving Root Cause Analysis.......................... 84\u003c\/p\u003e\u003cp\u003eIdentifying the Initial Frontline Problems for Your Development Program... 87\u003c\/p\u003e\u003cp\u003eFinding the Resources for On-Going Frontline Problem-Solving Root\u003c\/p\u003e\u003cp\u003eCause Analysis.................................................................................................. 89\u003c\/p\u003e\u003cp\u003eOutline of the 7 Step Frontline Problem-Solving\u003c\/p\u003e\u003cp\u003eRoot Cause Analysis Process............................................................................ 90\u003c\/p\u003e\u003cp\u003eStep 1: Define the Problem............................................................................... 93\u003c\/p\u003e\u003cp\u003eProblem Statement:....................................................................................... 95\u003c\/p\u003e\u003cp\u003e1.1 Establish Problem Statement in Object-Deviation Format................. 95\u003c\/p\u003e\u003cp\u003eProblem Description:.................................................................................... 95\u003c\/p\u003e\u003cp\u003e1.2 What Is the Problem?.......................................................................... 95\u003c\/p\u003e\u003cp\u003e1.3 Where Did We Find the Problem? (Point of Observation)................ 95\u003c\/p\u003e\u003cp\u003e1.4 When Did It Happen?......................................................................... 96\u003c\/p\u003e\u003cp\u003e1.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 96\u003c\/p\u003e\u003cp\u003e1.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 96\u003c\/p\u003e\u003cp\u003e1.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 96\u003c\/p\u003e\u003cp\u003e1.8 Problem Definition = Problem Statement + Problem Description....... 97\u003c\/p\u003e\u003cp\u003e1.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98\u003c\/p\u003e\u003cp\u003eStep 2: Contain Problem................................................................................... 99\u003c\/p\u003e\u003cp\u003e2.1 Identify a Containment Action............................................................. 100\u003c\/p\u003e\u003cp\u003e2.2 Enact the Containment Action..............................................................101\u003c\/p\u003e\u003cp\u003e2.3 Communicate the Containment Action................................................101\u003c\/p\u003e\u003cp\u003e2.4 Verify the Effectiveness of the Containment Action............................101\u003c\/p\u003e\u003cp\u003eStep 3: Analyse Problem..................................................................................101\u003c\/p\u003e\u003cp\u003e3.1 Confirm the Effect Statement................................................................103\u003c\/p\u003e\u003cp\u003e3.2 Identify Those to Be Involved..............................................................103\u003c\/p\u003e\u003cp\u003e3.3 Identify Questions and Information Required.....................................103\u003c\/p\u003e\u003cp\u003e3.4 Prepare Materials...................................................................................104\u003c\/p\u003e\u003cp\u003e3.5 Select the Initial Categories to Promote the Brainstorming.................104\u003c\/p\u003e\u003cp\u003e3.6 Populate the Cause \u0026amp; Effect Diagram..................................................104\u003c\/p\u003e\u003cp\u003e3.7 Conduct Quality Check of the Causes..................................................105\u003c\/p\u003e\u003cp\u003e3.8 Eliminate or Confirm Causes................................................................105\u003c\/p\u003e\u003cp\u003e3.9 Select the Most Significant Possible Causes......................................... 106\u003c\/p\u003e\u003cp\u003eStep 4: Develop Root Cause Solutions............................................................107\u003c\/p\u003e\u003cp\u003e4.1 Extend Main Causes into Cause Statements.........................................109\u003c\/p\u003e\u003cp\u003e4.2 Identify Those to Be Involved..............................................................109\u003c\/p\u003e\u003cp\u003e4.3 Identify Questions and Information Required.....................................110\u003c\/p\u003e\u003cp\u003e4.4 Prepare Materials...................................................................................110\u003c\/p\u003e\u003cp\u003e4.5 Enter Cause Statements and Populate the Why-Why Diagram............110\u003c\/p\u003e\u003cp\u003e4.6 Verify Each Answer to a \u003ci\u003eWhy \u003c\/i\u003ewith Data or Observational Evidence.................111\u003c\/p\u003e\u003cp\u003e4.7 Summarise the Root Cause Pathways that Will Best Address the Problem............112\u003c\/p\u003e\u003cp\u003e4.8 Identify Possible Solutions to Each Cause in the Two Pathways.........112\u003c\/p\u003e\u003cp\u003e4.9 Select All the Solutions You Can Work On..........................................112\u003c\/p\u003e\u003cp\u003e4.10 Select All the Remaining Solutions You Can Recommend to Others...............112\u003c\/p\u003e\u003cp\u003eStep 5: Implement Solutions............................................................................114\u003c\/p\u003e\u003cp\u003e5.1 Establish Appropriate Criteria for Developing Solutions......................114\u003c\/p\u003e\u003cp\u003e5.2 Identify and Select the Most Appropriate Solution or Solutions...........115\u003c\/p\u003e\u003cp\u003e5.3 Develop a List of Proposed Key Actions for Each Solution.................118\u003c\/p\u003e\u003cp\u003e5.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........118\u003c\/p\u003e\u003cp\u003e5.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........118\u003c\/p\u003e\u003cp\u003e5.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........118\u003c\/p\u003e\u003cp\u003e5.7 Test or Measure the Effectiveness of the Actions in the Short Term......119\u003c\/p\u003e\u003cp\u003eStep 6: Evaluate Results...................................................................................119\u003c\/p\u003e\u003cp\u003e6.1 Ensure Your Actions Are Having the Required Impact...................... 120\u003c\/p\u003e\u003cp\u003e6.2 If Appropriate, Conduct an Acid Test.................................................. 120\u003c\/p\u003e\u003cp\u003e6.3 Lock in the Improvements................................................................... 120\u003c\/p\u003e\u003cp\u003e6.4 Review Containment of Problem..........................................................121\u003c\/p\u003e\u003cp\u003eStep 7: List Future Actions...............................................................................121\u003c\/p\u003e\u003cp\u003e7.1 Adjust or Refine Solutions......................................................................121\u003c\/p\u003e\u003cp\u003e7.2 Recommend Future Action....................................................................122\u003c\/p\u003e\u003cp\u003e7.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........122\u003c\/p\u003e\u003cp\u003e7.4 Conduct Horizontal Deployment Where Appropriate..........................123\u003c\/p\u003e\u003cp\u003eReflection on the 7 Step Process.....................................................................124\u003c\/p\u003e\u003cp\u003eKey Learning from Frontline Problem-Solving Root Cause Analysis.............124\u003c\/p\u003e\u003cp\u003e7 Rapid Sharing of Learning Capability – Element 7........................ 127\u003c\/p\u003e\u003cp\u003eThe Need for a Learning Organisation...........................................................127\u003c\/p\u003e\u003cp\u003eActions to Help Create a Learning Organisation............................................129\u003c\/p\u003e\u003cp\u003eEstablish Standards for Documenting Outcomes........................................129\u003c\/p\u003e\u003cp\u003eEstablish a Continuous Improvement Library and Knowledge Base.........129\u003c\/p\u003e\u003cp\u003eEstablish an Effective Daily Review Meeting Plan..................................... 130\u003c\/p\u003e\u003cp\u003eCreate the Right Environment to Promote Adult Learning........................ 130\u003c\/p\u003e\u003cp\u003e8 The Way Forward............................................................................ 133\u003c\/p\u003e\u003cp\u003ePreparation Action Plan...................................................................................133\u003c\/p\u003e\u003cp\u003eImplementation Action Plan............................................................................135\u003c\/p\u003e\u003cp\u003eDaily Review Meeting Rating......................................................................... 138\u003c\/p\u003e\u003cp\u003eReference List of Articles and Books.....................................................141\u003c\/p\u003e\u003cp\u003eIndex..................................................................................................... 143\u003c\/p\u003e","brand":"Taylor \u0026 Francis Ltd","offers":[{"title":"Default Title","offer_id":50577833165143,"sku":"9781138589414","price":128.25,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781138589414.jpg?v=1746096875","url":"https:\/\/bookcurl.com\/products\/understanding-measuring-and-improving-daily-management-9781138589414","provider":"Book Curl","version":"1.0","type":"link"}