Daily work routine management E-Book

Vicente Falconi

• Herausgeber: Falconi Editora
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 123

Veröffentlichungsjahr: 2006

Beschreibung

Daily Work Routine Management is a text devoted to the operation of any type of organization. Whether you are operating a small store, a large bank, or a government, the contents of this book will help you apply methods to your daily operation in order to make it more stable and reliable. During his work with different companies, Prof. Falconi realized the need for a text detailing the process of management of routine operation. So he started working on this book with one objective in mind: to provide an easy-to-understand guide for any person to improve his or her management duty. From this effort came about a book in which some modern communication techniques were applied, such as the intensive use of diagrams, itemization, and keywords. This book, which reads quite easily, is applicable to the most diverse areas of the management of production, service, and maintenance, and has certainly been used to improve the results of many companies and governments all over the world.

Leseprobe

CIP-Brasil. Catalogação-na-fonte Sindicato Nacional dos Editores de Livros - RJ

C198g

Campos, Vicente Falconi, 1940.

     Daily Work Routine Management/Vicente Falconi Campos - Nova Lima: INDG Tecnologia e Serviços Ltda., 2011.

     Appendixes.

     Bibliography.

     1. Administração. 2. Organizações. 3. Consultores de Resultado. I. FALCONI Consultores de Resultado. II. Título.

CDD - 658.562

ISBN 978-85-98254-78-4

Cover: Rodrigo Hamam - www.uvxz.com.br

Visual Design: INDG TecS

Desktop Publishing: INDG TecS

Text Revision: Sarah Baldwin Davis

Production eBook: Schäffer Editorial

Copyright © 1994 by VICENTE FALCONI CAMPOS

Your GOAL is to be the best in the world at what you do.

There are no alternatives.

AUTHOR’S PREFACE

The purpose of this book is to supply directors, managers, supervisors, or any person in a leading position with the conditions to improve the management of everyday tasks.

To improve understanding, a number of resources have been used, some of which, such as itemization and key words, appear for the first time in a book of this kind. There are, as well, more than 80 figures and tables, a guide for reading the book, a book flowchart, “name-in-the-hat” method, and more.

When comparing operations management in the East and the West, the authors of The Machine that Changed the World(14), state that “in the West everyone knows the words of the new song, but few are willing to singthem...” Let us not let this happen. We shall sing and, if possible, sing better than the Asians! ONLY THE APPLICATION OF KNOWLEDGE ADDSVALUE.

The only way to eliminate misery and poverty and to really change our country is to begin in the hearts and minds of all of us.

This change must be carried out through our own efforts and through the application of knowledge in our day-to-day work, and then it must radiate from our organizations to the whole of society.

Let us, then, roll up our sleeves!

In joining this great national movement, do not wait for anyone. True leadership must come from within each of us!

Belo Horizonte, Brazil, January 2004.

Vicente Falconi Campos

Instituto de Desenvolvimento Gerencial

THE DRAWING LOTS METHOD

Working as a management consultant at various organizations, I often noticed that many difficulties encountered in making improvements resulted from the lack of study. It seems to me we do not like reading very much.

To overcome this difficulty, I suggest group studying, a method we call the “Drawing Lots Method.” It works this way:

Set up a group of no more than six people (and no fewer than four).

Meet once a week for two hours on the same weekday and at the same hour (for instance, every Wednesday at 4 p.m.).

The room must be provided with equipment for projecting the book’s Figures and Tables (all tables and figures can be downloaded at

www.indgtecs.com.br/download/Figures_and_Tables_Daily_Work_Routine.zip

). There should also be a bowl with slips of paper with the participants’ names.

All members should study one chapter per week (in this book’s case, it would be convenient to divide Chapter 6 in two parts and devote one week to each part). Lots should be drawn as the group meets to determine who will present the week’s chapter to the others. As all participants have studied to make the presentation, discussion is usually very substantive.

If the presenter has not studied the chapter, the meeting should be adjourned. Lots should not be drawn again and no volunteer for the presentation should be accepted. The method relies on the commitment of all participants.

After lots are drawn, the slip of paper with the participant’s name is returned to the bowl. Someone who has presented one week may be chosen again the following week.

This method is highly successful. We may not appreciate reading very much, but we enjoy working in a group.

THE AUTHOR

CONTENTS

First Phase - Understand your work

1. Understand your work

1.1 What is a company?

1.2 How work is carried out in a company

1.3 What kind of work is carried out through each function?

1.4 Topics for consideration for name-in-the-hat groups

Second Phase - Putting the house in order

2. Putting the house in order

2.1 How to put the house in order

2.2 What is Daily Work Routine Management?

2.3 The manager as a leader of change

2.4 Why improve Daily Work Routine Management in your area?

2.5 How to plan the improvement of your management

2.6 Promoting changes through 5S

2.7 Topics for consideration for name-in-the-hat groups

3. How to manage so as to improve your results

3.1 How to make a simplified action plan

3.2 Perfecting your action plan

3.3 Topics for consideration for name-in-the-hat groups

4. How to standardize your worksite

4.1 Flowchart

4.2 How to define priority tasks

4.3 Standard Operational Procedures - SOP

4.4 Topics for consideration for name-in-the-hat groups

5. How to eliminate abnormalities

5.1 Show the functions of each person

5.2 Preparing your workers

5.3 Preparing your supervisors

5.4 What is your role?

5.5 Excess of abnormalities

5.6 Topics for consideration for name-in-the-hat groups

6. How to monitor the results of your process

6.1 How to monitor the results that you wish to sustain

6.2 How to monitor the results you wish to improve

6.3 How to draw your graphs

6.4 How to display your control items and those of your group

6.5 Topics for consideration for name-in-the-hat groups

7. How to manage so as to sustain your results

7.1 Meaning of statistical process control (SPC)

7.2 Topics for consideration for name-in-the-hat groups

Third Phase - Adjusting the machine

8. How to improve process-results monitoring

8.1 Management objectives

8.2 Where does your authority lie? Where does your responsibility lie?

8.3 Sequence for management improvement

8.4 How to establish your “business description”

8.5 How to identify your products and your internal and external customers

8.6 How to establish your control items

8.7 How to define your priority control items

8.8 How to establish your check items

8.9 How to obtain benchmark values and establish your own goals

8.10 How to define your problems

8.11 Topics for consideration for name-in-the-hat groups

9. Practicing the improvement management method (PDCA)

9.1 How to carry out a shakedown

9.2 How to master the PDCA method

9.3 Learning to work with PDCA

9.4 How to participate in meetings to follow-up on goals

9.5 Topics for consideration for name-in-the-hat groups

10. How to improve the management of your processes so as to sustain your results

10.1 The management of administrative and service processes

10.2 Management of manufacturing processes

10.3 Control is based on the process technical standard

10.4 Request a “process evaluation” to identify “weak points” and “strong points”

10.5 Using control charts

10.6 Advanced process control

10.7 Topics for consideration for name-in-the-hat groups

11. How to provide quality assurance

11.1 What is reliability?

11.2 How to contribute to quality assurance

11.3 What is the role of “foolproof” mechanisms?

11.4 How to relate to the “quality assurance department”

11.5 Topics for consideration for name-in-the-hat groups

12. How to manage so as to improve your results and place your goals in line with those of the company directors

12.1 Where do goals come from?

12.2 How to “receive” the goals

12.3 How to “reach” the goals

12.4 Topics for consideration for name-in-the-hat groups

13. How to use human potential better

13.1 How to make the most of the intelligence of your entire team

13.2 Did you know that you are a human resources manager?

13.3 Topics for consideration for name-in-the-hat groups

Fourth Phase - On the road to the future

14. On the road to the future

14.1 “Zero-base goal”

14.2 A people-centered workplace

14.3 Drastic improvements

14.4 Topics for consideration for name-in-the-hat groups

Annex A - How PDCA works in management

Annex B - Examples of abnormality reports

Annex C - How to prepare flowcharts

Annex D - How to receive a consultant

Annex E - The PDCA problem-solving method (How to attain improvement goals)

Annex F - Example of a process technical standard

Annex G - Case Belgo

G.1 Steel Production Department - Organization

G.2 Steel Production Department - Control item

G.3 Steel Production Department - Standardization

G.4 Steel Production Department - SDCA - PDCA

Annex H - References

The only reason you work is because someone needs the

results

of your work.

When all is said and done, we all work to mutually help each other to SURVIVE.

We human beings

need to survive

. In order to do so, we need to eat, dress ourselves, be cared for when we are ill, sleep, be educated, etc.

It is to attend to these survival needs that human beings organize themselves, creating industries, hospitals, schools, city government, and so on. We will call any one of these organizations a

company

.

Therefore, a company is an

organization composed of human beings

who work to facilitate the struggle for survival of other human beings. This is, in the final instance, the mission of all companies.

We may conclude that the

objective of human toil

is to satisfy the needs of those who require the results of your work.

Whenever human labor satisfies people’s necessities, we say that it

ADDS

VALUE

. To add value is to add to your costumer’s satisfaction. A client only pays for that which, in his perception, has VALUE.

To increase the ADDED VALUE of your product means to increase the number of

characteristics

of the product that are

appreciated by the

customer

and that he is willing to

pay for

.

People work in a company carrying out FUNCTIONS within a HIERARCHICAL ORGANIZATION.

Therefore, FUNCTION (what to do) is one thing and ORGANIZATION (positions, hierarchy, organizational charts) is another. Function refers to the KIND OF WORK and job refers to POSITION.

In companies, people work in four types of functions: operation, supervision, management, and direction.

These functions are classified into two categories:

operational functions

and management functions

. This is shown in Figure 1.1.

Within a company, a person may occupy a position (organization) and, in this position, discharge a number of functions; just as a number of people working in different positions could discharge the same function.

The

hierarchical organization

of a company should constantly change throughout its life to adjust itself to internal and external factors. The functions, however, remain stable.

The hierarchical organization can and should change:

owing to changes in the market,

owing to growth of its employees through education and training,

owing to the influence of information technology,

owing to changes in marketing techniques,

wing to influences of the local culture,

owing to the influence of people, etc.

The

functions

do not change. The company structure may be pronouncedly vertical or pronouncedly horizontal, but the functions carried out will be the same. There may occur a change in emphasis as regards the time spent on each function; all functions, however, will always exist.

Table 1.1 illustrates the type of work carried out in each function when all is normal or when abnormalities occur.

Look carefully at Table 1.1 and observe some FACTS:

The

ABNORMALITIES

are responsible for all work described on the right-hand side of the table.

What are abnormalities

? They are breakages of equipment, any type of corrective maintenance, product defects, rejections, reworkings, out-ofspecification inputs, customer complaints, any kind of leak, work stoppage for any reason, delays in purchasing, mistakes in invoices, errors in predicated sales, etc. In other words:

abnormalities are any events that

deviate from the norm

.

None of the work described on the right side of the table (occurrences of abnormalities) adds value for the company; it only adds cost. Therefore,

abnormalities must be eliminated

if we wish to increase productivity.

By reducing abnormalities, the need for work that doesn’t add value (work wasted) is diminished.

Abnormalities will be eliminated only by actions through operation, supervision, support, and management functions -

particularly the latter

.

Operational functions occupy a great deal of people’s time in a company and are centered on STANDARDIZATION. Nothing could be more important! (see Figure 1.1)

Basically, to manage means to achieve GOALS. There is no management without GOALS (see Table 1.1 and Annex A).

In order to achieve IMPROVEMENT GOALS, NEW STANDARDS must be established or EXISTING STANDARDS MUST BE MODIFIED.

To achieve STANDARD GOALS, it is necessary to COMPLY WITH EXISTING STANDARDS.

hus, to manage means to establish new standards, modify existing ones, or comply with existing standards. STANDARDIZATION IS THE BASIS OF MANAGEMENT.

Note the arrows in Table 1.1. When no abnormalities exist (everything is normal),

all actions of the company stem from the direction imparted by

the top management function

(strategic plan). Therefore, these actions add value.

When many abnormalities exist, people use their time to combat them and not to reach goals, to manage. Thus, a

large part of the actions of a

company is taken up by abnormalities

. These actions do not add value.

Thus, there is no more urgent task in a company than the ELIMINATION OF ABNORMALITIES.

Whenever a person exercises a function that demands knowledge, he or she is

growing as a human being

and adding more value.

The better an employee is trained, the fewer the abnormalities and the less work for supervision. The supervisor will act more and more as a supporting function. What should be the supervisor’s

educa-

tional level

?

Computer and automation technologies will replace standardized human tasks. The only way out for the worker is EDUCATION.

Only education can secure the jobs of the future.

Managerial functions demand

KNOWLEDGE

. The greater a person’s knowledge, the greater his or her chances to reach unimagined GOALS. In the future, computerization and automation will concentrate human tasks in managerial functions in which KNOWLEDGE is vital.

When people whose time is spent mostly on operational functions exercise the managerial function through Quality Control Circles (QCCs) or through the Suggestions System, they need

KNOWLEDGE

.

PRODUCTIVITY and COMPETITIVENESS are achieved through KNOWLEDGE.

There is no substitute for knowledge

(4)

.

There are two important kinds of knowledge:

managerial knowledge (method);

technical work knowledge.

This book only supplies managerial knowledge.

Critically observe Table 1.1 and ask yourself: “What functions do I perform in my position?”

With this table, we try to show that there are many bosses who do not really perform managerial functions.

There are directors, managers, and supervisors who do not supervise.

But the worst is that there are workers who are not able to perform their functions for lack of STANDARDIZATION and on-the-job training.

How can we “put the house in order”?

Are you able to view your company as an “organization made up of human beings who work in order to facilitate the struggle for survival of other human beings”?

What products does your company use to do this?

For which customers does your company do this?