Table of contents
Preface ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
Introduction ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

2
3

1.

Scope ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

3

2.

Normative references

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

3

3.

Terms and definitions

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

4

4.

Fundamentals of Daily Management ・・・・・・・・・・・・・・・・・・・・・・・・・・・

6

4.1 Role of Daily Management in Total Quality Management (TQM) ・・・・・・・・・・・・・・・

6

4.2 Concept of Daily Management

9・・・・・・・・・・・・・・・・・・・・・・・・・・・・

4.3 Daily Management method – SDCA cycle ・・・・・・・・・・・・・・・・・・・・・・・・ 10
4.4 Standardization and standard

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 11

4.5 Control point and control level ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 12
5.

Implementation of Daily Management

・・・・・・・・・・・・・・・・・・・・・・・・・・ 14

5.1 Clarification of mission and the role of a job unit
5.2 Analysis and deployment of a Job

6.

7.

・・・・・・・・・・・・・・・・・・・・・・・・・・

16

5.3 Clarification of a job process

・・・・・・・・・・・・・・・・・・・・・・・・・・・・

17

5.4 Standardization of the process

・・・・・・・・・・・・・・・・・・・・・・・・・・・・

19

5.5 Determination of control point and control level, and visualization of abnormality ・・・・・・・・

21

5.6 Detection and sharing of abnormality and immediate remedy・・・・・・・・・・・・・・・・・

25

5.7 Root cause investigation and recurrence prevention for abnormality

・・・・・・・・・・・・・

26

5.8 Making Daily Management ingrained in the organization ・・・・・・・・・・・・・・・・・・

28

Senior manager’s role・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

29

6.1 Securing and providing the management resources for Daily Management ・・・・・・・・・・・

30

6.2 Systematization of mission/role and Control Points/Control Levels

・・・・・・・・・・・・・

30

6.3 Review of the implementation status of Daily Management and provision of instructions ・・・・・

31

Division-wise Daily Management

・・・・・・・・・・・・・・・・・・・・・・・・・・・

32

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

32

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

33

7.1 Design and development
7.2 Production
7.3 Sales

8.

・・・・・・・・・・・・・・・・・・・・・ 15

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 34

7.4 After-sales-service ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

35

7.5 Administrative and staff functions ・・・・・・・・・・・・・・・・・・・・・・・・・・・

36

Daily Management promotion ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

36

8.1 Promotion planning・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

8.2 Education and training of Daily Management37

・・・・・・・・・・・・・・・・・・・・・・

38

8.3 Establishment of systems to promote Daily Management ・・・・・・・・・・・・・・・・・・

38

8.4 Programs to promote Daily Management

・・・・・・・・・・・・・・・・・・・・・・・・

39

8.5 Evaluation of the levels of Daily Management ・・・・・・・・・・・・・・・・・・・・・・

40

References

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 47
1Preface
This Standard has been established by the Japanese Society for Quality Control (here after JSQC) through thedeliberations of the Technical Board, consisting of practitioners and academicians under the administrative
provisions of the JSQC.
This Standard represents work protected under the Copywright Act.
Note that one or several parts of the Standard may conflict with patents, patent applications after the laying openof the applications, utility model rights or utility model right applications after the laying open of the applications.
JSQC shall not be responsible for confirming whether one or several parts of the Standard infringes upon any ofthese patents, patent applications after the laying open of the applications, utility model rights or utility model rightapplications after the laying open of the applications.

2

JSQC-Std 32-001(E):2014
Guidelines for Daily Management(Note: this doccument is an official English translation of JSQC-Std 32-001:2013 written in Japanese. )Introduction
Even if attractive new products and services are planned and designed with the understanding of needs ofcustomers and society, it will be impossible to beat competitors if those products and services are not manufactured
and provided as planned and designed. It is often said in the world of Quality Management, “Quality is achieved
through the process.” This is the simple expression to show that establishing and following the process is a betterway than inspecting and verifying the finished products in order to economically generate the planned products andservices.
However in large organizations it is often the case that an important part of the process is unclear, or even if theprocess is well-established, the work is not performed according to the standards. The process, therefore, will most
likely not achieve the planned performance under such a situation. “Daily Management” is the methodology
devised to deal with this problem. Daily Management is the foundation of organizational management, and its
quality significantly affects the profitability of the organization. Daily Management, therefore, should bethoroughly implemented and enhanced in all job units and hierarchies of the organization.
This Standard consists of the fundamentals of Daily Management, guidelines to implement Daily Management,
and the guidelines to promote Daily Management throw-out an organization. It is applicable to any types oforganizations. Daily Management should be applied not only to organizations that follow set routines (e.g.,
manufacturing), but also to organizations whose jobs differ depending on the situation (e.g., research anddevelopment, sales and marketing, after-sale service, administrative and staff functions, etc.). The fundamentals ofDaily Management are discussed in Chapter 4. A general way to implement Daily Management is discussed in
Chapter 5 and important points in various fields are discussed in Chapter 7. Daily Management should not belimited to the front line employees and managers. Senior management and those responsible for Daily Management
promotion should also be actively involved. The role of senior management including the top management is
discussed in Chapter 6. Daily Management promotion in the whole organization is discussed in Chapter 8.

1.

Scope
This Standard provides recommendations by the JSQC with regard to Daily Management as one of the major

activities of Quality Management.

2. Normative references
The following standard will be incorporated into this Standard by reference. Only the version of the stated year
will be incorporated. No revised versions and supplements will be incorporated.

JSQC-Std 00-001: 2011 Terminologies for Quality Control

3

3. Terms and definitions
The terms and definitions in JSQC-Std 00-001 and the following terms and definitions will be applied in thisStandard. The following terms and definitions include those cited from other standards and reproduced.

3.1 Daily Management
All activities to effectively achieve the objectives with regard to the job that every job unit of the organization ischarged with
(Same as JSQC-Std. 00-001）
Note 1

Daily Management is not the job itself, but the activities to make the job effective and efficient.

Note 2Especially in this standard, Daily Management means the maintenance-plus-Enhancement activities,
which set a current or extended level as a target and ensure that the job dose not deviate from the target,
and when it deviates from the target, the job can be quickly restored and enhanced to achieve higher
performance.

3.2 Standard(1) Agreement for unification or simplification to equally benefit related organizations and people
Note 1Subject of standard includes physical object, performance, capacity, layout, condition, movement,
procedure, method, formality, responsibility, duty, authority, point of view, concept and so on.
Note 2Standard written in a document is called “documented standard.”

Note 3Among standards, the agreement on the technical aspects directly or indirectly related to a product,
service, process or system is called “specification.” The agreement on contents, formalities or
methods related to an organization or job is called “procedure.”(2) Normative method or physical objects used to provide universality to measurements
Note

Examples include prototype kilogram as the measure of mass, fixed point of temperature and theplatinum resistance thermometer to realize International Temperature Scale, standard substances as
the measure of density, standard hardness tester and standard indenter as the measure of the hardness,color chart to be used in the color sensory test and etc.
（Same as JSQC-Std 00-001）

3.3 Control point
Items selected as the rating scale to manage the achievement of the objective（Same as JIS Q 9023:2003）

3.4 Check point
Items selected as the constantly monitored characteristics or conditions to prevent process abnormality or easily
identify the causes when it occurs, from the cases that have significant impact on the outcome(s) of the process andare directly controllable

43.5 Control level
Value or range which the process in the stable or planned condition shows
Note 1The process can be evaluated whether it is in the stable or planned condition by comparing the actual
value with the control level.

Note2

Control level can be expressed as mean or mean ± 3 × standard deviation.
（Same as JSQC-Std. 00-001）

3.6 Process abnormality/abnormality
A state where the process is not under the controlled condition
Note

Controlled condition is defined as the stable condition at the economically and technically desirable level.
（Same as JSQC-Std 00-001）

3.7 Nonconformance
Product, service, process or system that does not meet the specified requirements（Same as JSQC-Std 00-001）

3.8 Immediate remedy
Activities taken to prevent further loss resulting from nonconformance, process abnormality or other undesirable
events for which causes are unknown, or even if causes are clear, but it is impossible to take countermeasuresdirectly due to some restrictions（Same as JSQC-Std 00-001）

3.9 Recurrence prevention
Actions taken to prevent the recurrence of a detected nonconformance, process abnormality or other undesirable
events in the same product, service, process or system due to the same cause
NoteDefinition of the “same” differs depending on the organization and/or industry（Same as JSQC-Std. 00-001）

3.10 Process
Set of interrelated and interacting activities, which transforms inputs into outputs（Same as JIS Q 9000:2006）
Note

Inputs and outputs include hardware, software, service, information and energy.

3.11 Process flow
Multiple processes designed to provide the planned value by configuring the relationship so that the outputs ofthe previous steps become the inputs of the subsequent steps
Note

Output of one previous step may become the input of multiple subsequent steps.

53.12 Process ensurance
Activities that ensure the outputs of the process meet the specified requirements（Same as JSQC-Std 00-001）

3.13 System
A collection of the components or processes that are interrelated and interacting to accomplish a specificobjective（Same as JSQC-Std 00-001）

4. Fundamentals of Daily Management
To learn Daily Management, first of all, it is necessary to understand the role of Daily Management in Total
Quality Management (TQM). It is also important to understand the statistical control chart concept, which is thestarting point of Daily Management. The SCDA cycle shows the fundamental steps to promote Daily Management.
Standardization and standard as well as control points and control levels are essential elements in the cycle. Basedon the understanding of the role of Daily Management and the statistical control chart concept, the SDCA cycle andall of the elements in the cycle must be understood.

4.1 Role of Daily Management in Total Quality Management (TQM)
Total Quality Management (TQM) is the activity;- whose aim is the long term success through the provision of products and services that meet the needs ofcustomers and society as well as the satisfaction of employees,- for maintaining, improving, and innovating processes and systems,- by all the divisions and levels of the organization,to achieve effective and efficient organizational management in a dynamic business environment.
Core activities in TQM are the maintenance-plus-enhancement, improvement and innovation of processes andsystems (Fig.1).
- Maintenance-plus-enhancement (management in a narrow sense): activities which set the current or extended
level as a target and ensure that the job dose not deviate from the target, and when it deviates from the target,
the job can be restored quickly and enhanced to achieve higher performance- Improvement: activities which set a higher target than the current level or extended level, and then solve
problems and achieve tasks repeatedly.
- Innovation: drastic changes in processes or systems by the introduction and application of new know-how
from outside of the organization or other divisions in the organization, different from themaintenance-plus-enhancement and improvement activities which are based on the enhancement of theknow-how through operations and learnings of processes or systems in the organization.
Maintenance-plus-enhancement and improvement are collectively called “improvement” in a broad sense.

6Performance (Outcomes/abilityof process/system）

Improvement
Maintenance-plusenhancement
Innovation
Maintenance-plusenhancement
Improvement

Maintenance-plusenhancement

Time

Fig. 1 Maintenance-plus-enhancement, improvement and innovation
It is important to implement maintenance-plus-enhancement, improvement and innovation in a balanced manner.
Maintenance-plus-enhancement alone cannot maximize the potential of the process and system. It leads to amannerism, reduces the interests in the process and system, and lowers the performance gradually. On the other
hand, improvement and innovation alone cannot sustain achievements. This reduces motivation towards
improvement and innovation, and results in poor performance. It is important that job know-how obtained throughimprovement and innovation becomes inputs to the maintenance-plus-enhancement and utilized, while issues andproblems which are difficult to solve by maintenance-plus-enhancement become inputs to the improvement andinnovation.
An organization is required to systematically address Quality Ensurance, Policy Management, Daily
Management, Small Group Activity, and Education and Training on Quality Management in order to constantly
implement maintenance-plus-enhancement, improvement and innovation with the participation of all the divisions
and at all levels of the organization, and link it to the provision of products and services that meet the needs ofcustomers and society as well as the satisfaction of employees (Fig. 2).

Quality Ensurance

Improvement
Innovation

Maintenance‐plus‐
enhancement
Small Group Activities
Daily
Management

Policy Management

Education and Training on Quality Management

Fig. 2 Role of Daily Management in the implementation ofmaintenance-plus-enhancement, improvement and innovation

7

- Quality Ensurance: Organizational systematic activities to ensure, confirm and demonstrate that the needs ofcustomers and society are met. Although sometimes confused with inspection, claim handling, preparation for
external audits and so on, it has a broader meaning. It includes “Process Ensurance” which establishes theprocess that can produce the targeted product and service effectively and efficiently and allows customers topurchase products and use services with confidence, and “New Product Development Management” whichdevelops new products and services to meet customers’ needs effectively and efficiently. Active
maintenance-plus-enhancement, improvement and innovation are essential as a foundation of Quality
Ensurance.
- Daily Management and Policy Management: To put maintenance-plus-enhancement into practice, it isessential to enable every job unit and person in charge to continuously and steadily perform their own roles.
The organization should clarify job roles and the processes to perform them as well as factors affecting job
performance and methods of controlling them, and establish a system to perform the processes and methods
steadily even if people change and rotate. Despite these efforts, it is often the case that the results do not turnout as intended. The organization should also establish the ways to measure the performance, share the results
which contradict the normal results with persons concerned, and investigate their causes. These activities arecalled “Daily Management.” Daily Management is often confused with the routine job done by every job unit.
Daily Management, however, is not the routine job itself, but the activity to maintain and enhance the job. On
the other hand, to put the improvement and innovation into practice in areas where only
maintenance-plus-enhancement is not sufficient, it is essential to establish objectives and strategies to respondto changes in the customers’ needs and the business environment and to clarify the issues and problems to bechallenged based on the principles of “objective-oriented” and “priority focus.” These activities are called“Policy Management.” (Fig 3)

Fig.3 Daily Management and Policy Management8

- Small Group Activities (Small Group Improvement Activities): Activities of forming small teams, whichenable close communication for the issues and problems faced in Daily Management and Policy Management,challenging the issues and problems in a speedy manner, and achieving skill enhancement, self-realization, anddevelopment of trust. It includes cross-functional team activities, project team activities in a job unit, and QC
circle activities by front line employees.
- Education and Training on Quality Management: To activate maintenance-plus-enhancement, improvement
and innovation, it is important for the members of an organization to acquire knowledge and skill to perform
maintenance-plus-enhancement, improvement and innovation as well as to get to hold same value andconsciousness. The organization should establish a hierarchy-wise and field-wise education and training system,
prepare opportunities for learning through practice, and set targets for required skills and develop them in aplanned manner.

4.2 Concept of Daily Management
The concept of Daily Management has evolved from statistical control chart by Walter A. Shewhart (Fig. 4). The
first step of Daily Management is to determine a measurement (metric) to evaluate the performance of the process.
The next step is to prepare the graph with the central line and control limits calculated by the statistical distributionof the measurement. Then, data are plotted on the graph at proper intervals. Basically, if the point is within thelimits, assignable causes are not considered to exist and jobs should be continued as they are. On the other hand, if
one or more points exceed the control limits or have any specific trend, assignable causes should be considered toexist, and immediate remedies and the actions to prevent the recurrence should be taken. A statistical control chart
is a method which enables users to establish a stable process through the repetition of the procedure. The concept of
the statistical control chart has come to be used widely for the measurement which does not strictly follow a
specific statistical distribution, and it has become an applicable tool to a variety of jobs.

Out of Control:
Abnormal

1）Measurement4）Judgment
and Action

Control Limit

Central Line

2）Range

Control Limit

3)Plotting
data

Fig. 4 Concept of statistical control chart
For the statistical control chart to effectively function, however, the measure to evaluate the performance of theprocess should follow a certain distribution. Therefore, establishing the agreement (standard) and the system to9ensure that the job is implemented according to the agreement (standardization) is assumed. Also, it is essential tofocus on the agreement when investigating the causes and taking actions when abnormalities are detected.
Daily Management consists of statistical control chart and a series of activities necessary for the functioning of
the statistical control chart. Daily Management is the activities to establish the processes and systems which canachieve a certain level of stability. Daily Management is essential not only for quality related activities to meet theneeds of customers and society, but also for securing other management aspects such as volume, delivery, cost,safety and environment.
Autonomous management (a self-sustaining management of the processes and systems by job units or persons incharge) is presupposed in Daily Management. Thorough implementation of Daily Management will enable theestablishment of processes and systems, which can achieve a certain level of stability and transfer of
responsibilities and authorities. Conversely, Daily Management is difficult to implement without the establishmentof autonomous management, which ensures a responsible and self-sustaining management by individual job units
and persons in charge, because Daily Management should be applied in all jobs performed in an organization.

4.3 Daily Management method – SDCA cycle
The SCDA cycle is a useful concept when practicing maintenance-plus-enhancement. This is the concept toestablish the processes and systems which can surely achieve a certain performance level by rotating a cycle of“Standardize, Do, Check and Act” steadily and repeatedly (Fig.5). The SDCA cycle simply shows the way toimplement maintenance-plus-enhancement by setting the current or extended level as a target and determining
organizational agreements (standards) based on current job methods in the Plan step of the PDCA cycle that is themore comprehensive method to implement maintenance-plus-enhancement, improvement and innovation.

Fig. 5 SDCA cycle- Standardize: It is necessary to keep operations, facilities, materials and measurement which influence theresults in a certain condition so that desirable results are obtained. The organization, therefore, should
determine the agreement (standard) and ensure that it is definitely followed. Prior to the determination of the10

agreement, the organization should clarify a process to produce the results and knowledge with regard to therelationship between the process and the results. Standardization also includes providing necessary educationand training and applying methods to let the agreement kept.

- Do: The process is implemented according to the agreement. A responsible person observes whether theprocess is implemented according to the agreement, and when necessary, conducts additional education andtraining or supplements the methods to let the agreement kept.
- Check: It is often the case that the contents of the agreement are not sufficient, or the process is not
implemented as agreed upon even if the above efforts are made. It is important to quickly detect the occurrenceof an abnormality and to identify the causes, i.e., insufficiency of the agreement or weakness of the system toobserve the agreement.
- Act: Contents of the agreement or the system to observe the agreement are improved based on the result of the
Check step.
Repeating the SDCA cycle by job units and persons in charge enables the achievement ofmaintenance-plus-enhancement and establish the processes and systems that can achieve a certain level of stability.
Although the SDCA cycle seems simple, its implementation is not necessarily easy. The organization shouldmake the efforts to overcome the difficulties of each step after understanding them (Table 1).
Table 1 Steps of SDCA cycle, difficulties in each step and key points to overcome the difficulties
Steps
S

Difficulties
Jobs that are difficult to standardize
Too many standards
Complex structure of the standards
Difficult to follow the standards

Points to overcome the difficulties
Analyze the cause-effect relationship of the process
Discard unnecessary standards
Establish a system of standards
Thoroughly implement education and training.
Apply methods to let the standards kept.

C

Not noticing abnormalities
Failing to identify causesA

Ending in simple adjustment level
without any preventive action level, sothat the level of the standard are not
improve.

Clarify the normal state
Quickly share the abnormality information
throughout the workplace
Analyze the abnormality from the viewpoint of thestandardization

D

4.4

Standardization and standard“Standardization” is the basis of Daily Management. Standardization is the activity to decide and utilize theagreement which is used commonly and repeatedly for the purpose of the effective and efficient management of theorganization. The agreement is called the “standard.” Efficiency decreases and the variation in the results increase if
people conduct work their own way in a large organization. Standardization is the method to set the best way as astandard and make all people act according to it to achieve effective and efficient work.
There are 4 benefits of Standardization:- Standardization brings interchangeability. Products manufactured or results evaluated in different places ortimes can be used as they are without rework and adjustment. This is a very important feature considering the11

time and effort spent in the replacement and repair at breakdown or the inspection in shipping.
- Standardization abbreviates communication of thoughts or information. It is often the case that efficiency
decreases due to lack of the standardization because decisions and adjustments are necessary whenever needed.
Although standardization restricts individual freedom to some extent just as traffic rules do, overall efficiency
is enhanced, resulting in the promotion of individual activities.
- Standardization enables achievement of products and services which meet customers’ needs more effectively
and efficiently. This is the case where it is not enough to determine a standard, and it is necessary to create astandard that contains some technical rationale.
- Standardization enhances technical level. Improvement will not be achieved without standardization because in
the absence of a standard, operations may vary from person to person, which makes it difficult to understandthe current undesirable situations.
In standardization, first of all, standards should be created. Standards are typically expressed in writing. However,they can also be in the form of images, figures, and actual samples and not limited to writings. It is important tocreate standards so that good results will be achieved if jobs are done according to the standards. Because there arecountless conditions that need standardization, it is advised that non-significant conditions should be neglected andinfluential conditions should be addressed, considering what conditions impact results. Also, the standard should
include a measurement method and the criteria for the result as well as the agreement with regard to the causes.
That will enable person in charge to make judgments on the necessity of the immediate remedy and process
improvement.
No matter how good the standards are, they are useless if not followed. Establishing the standards is not the endof the story. It is important that the standards are followed. It is an education issue if the person in charge does notknow the standards. On the other hand, it is a matter of skill training if the person in charge cannot follow thestandards. Furthermore, it is a motivation issue if a person in charge intentionally fails to comply with a standard.
Standards should be implemented only after proper education, skill training and motivation are provided. In
addition, there are cases in which omissions or mistakes arise due to carelessness even though the person has
enough knowledge, skill and the intention to follow the standards. Error proofing is the key in order to preventthese unintentional errors effectively. It is an activity to improve machines, materials or procedures to prevent
errors or to make a system immune to errors. It is also known as “fool proofing” or “poka-yoke.” Error proofing
can be understood as an activity to review and improve the standards from the view of unintentional errors.
Every job should be standardized to some extent. The starting point of Daily Management is to recognize whatroles the standards play when doing jobs and to connect the causes and countermeasures with the standards.

4.5 Control point and control level
The results of a process may vary due to diverse causes. There are common causes which have little effect on
results and are technically or economically difficult or meaningless to identify and remove. On the other hand, there
are assignable causes which should not be overlooked to achieve stable results such as not following standards,
changes of raw materials, and performance degradation of facilities. These causes should be investigated andremoved immediately to prevent recurrence. Events which result in deviation from the normal stable situation

12

because of the assignable causes are called “process abnormality” or “abnormality”.
Note Control point is sometimes called “Managing Point” or “Key Performance Indicator.”

Abnormality not exist

Nonconformance
existsSL

Nonconformancenot exist

Abnormality exists

SL

SU

Abnormality

SL

SU

UCL

UCL

Nonconformance

Nonconformance

LCL

SU

Abnormality

LCL

SL

SU

UCL

UCL

LCL

LCL

UCL: Upper Control Limit, LCL: Lower Control Limit, SL: Lower Specification, SU: Upper Specification
Fig. 6 Abnormality and nonconformance
Table 2 Example of abnormality and nonconformance
Process
Process A(sufficient processcapability)

Specification
9.6～10.4 cm

Normal range
9.8～10.2 cm

Result10.5cm10.3cm10.1cmProcess B(insufficient
process capability)

9.6～10.4 cm

9.4～10.6cm

10.7cm10.5cm10.3cmNonconformance/abnormality
Nonconformanceand abnormality
Not
but abnormality
Neither
nor abnormality
Nonconformanceand abnormality
Nonconformance but
not abnormality
Neither nonconformance
nor abnormality

Note: In the case where the process is not capable, the organization should implement improvement or
innovation based on the results of the process capability survey or process analysis. The organization
should consider100% inspection so that nonconforming products will not go to the next process, andalso implement maintenance-plus-enhancement under Daily Management until the completion of the
improvement and innovation because the possibility of nonconformance is high even if an abnormality
cannot be found.
Abnormality should be clearly distinguished from nonconformance (events where the result does not meet thedetermined specifications) (Fig. 6 and Table2). Where the result conforms to the specification but is different from13the normal (such as yield higher than the normal), the organization should investigate if the process conditions aredifferent than normal operating conditions because assignable causes may exist that must be addressed in order toachieve stable result. This will result in the improvement of the process and stable and better result. On the other
hand, if nonconformance occurs in the stable process, it makes no sense to try to investigate conditions different
from normal operating conditions because a nonconformance does not mean the existence of assignable causes.
Continuation of this situation, however, is not desirable in terms of the quality assurance and economy. It is
important to obtain and analyze data for the relationship between various conditions and results, and improve thecurrent process conditions to achieve better results.
Constant monitoring of the results is an effective way to find abnormality. “Control point” is an item selected as
the rating scale to manage the achievement of the objective (Table 3). Because numerous measurable items exist,
the organization should select the most suitable items among them.
To find abnormality using control point, “Normal” should be defined in an objective and measurable way. A“control level” defines the values which the control point can take where the process is under controlled state (thestable state in the economically and technically desirable level). Control level, in general, consists of the following
two items:- Central value (mean of the value in the controlled state)- Control limits (range of the value in the controlled state)
When determining the control level, it is important to distinguish levels normally achieved from desirable levels. It
should be noted that objective of Daily Management is to obtain a stable process and not to improve and innovate
processes. Therefore, statistical view and way of thinking should be applied to rationally determine the control level
after the collection of data with regard to the current process as well as clarification of the abnormalities to be
detected, the abnormalities to be ignored and their features.
Table 3 Example of control point and control level
Job
Manufacturing of product xx
Sales of product xx
Development of product xx

Control point
Percentage of defective
Monthly Sales
Number of unsolved technicalissue as of 6 months before sales
releaseControl level
5% ± 1%
100 mil ± 10 mil yen
10 and under

5. Implementation of Daily Management
Daily Management basically should be practiced in every organization. Fig. 7 shows the fundamental process
flow of Daily Management in single job unit. A job unit in this context is supposed to be the smallest managerialorganization which performs a block of jobs and typically includes one manager and a few to tens of employees.

145.1 Clarification of the missions and the roles ofa job unit
5.2 Analysis and deployment of a Job unit
5.3 Clarification of a job processS

5.4 Standardization of the processD

5.5 Determination of control point and control
level, and visualization of abnormality
5.6 Detection and sharing of abnormality and
immediate remedy
5.7 Root cause investigation and recurrence
prevention for abnormality

CA

5.8 Make Daily Management ingrained in the organization
Fig. 7 Implementation of Daily Management in single job unit
When considering the relation of the Fig. 7 to the SDCA cycle in sub-clause 4.3, the sub-clauses from
Clarification of Mission and Role of a Job Unit (sub-clause 5.1) to Setting of Control Point and Control Level andVisualization of Abnormalities (sub-clause 5.5) correspond to S (Standardization). Standardization of Process(sub-clause 5.4) and Setting of Control Point and Control Level and Visualization of Abnormalities (sub-clause 5.5)
are to be repeated in D (implementation) and reinforced. The sub-clauses from Detection and Sharing ofAbnormality and Immediate Remedy (sub-clause 5.6 ） to Cause Investigation and Recurrence Prevention(sub-clause 5.7) correspond to C (Check) and A (Act). Making Daily Management take ingrained in theorganization (sub-clause 5.8) supports the whole implementation process.
Each step is discussed precisely in the following sub-clauses. Daily Management in a larger organization rather
than in a single job unit is discussed in clause 6.

5.1 Clarification of the mission and the role of a job unit
5.1.1 Mission and role
It is necessary to clarify the mission and the role in a job unit to practice Daily Management effectively andefficiently. At this context, the mission and role are derived through analysis of required function at each job unit or
its members to achieve business objectives and are allocated to them.
It is advised that the mission and role in a job unit should be prescribed in a form as what is allocated to whom.
For example, in a job unit in charge of parts processing, mission and role should be as “supplying processed parts
meeting the requirement (quality, cost, quantity and the date of delivery) to assembly unit.”

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Technical Board Members for Guidelines of Daily Management
Chairman

Yoshito Hirabayashi

Technofer Co., Ltd.

MemberYukihiro Ando

TQM Consultant

Kunio Ishibashi

Hitachi, Ltd.

Shigeo Uehara

Takenaka Corporation

Hiroyuki Otsuki

Future Management Laboratory

Seiji Takahashi

GC Co., Ltd.

Tomio Terasawa

Nippon Steel & Sumitomo Metal Corporation

Takeshi Nakajo

Chuo University

Kenzo Nagahara

Process Management Techno

Takeo Furuya

Toyota Motor Corporation Co., Ltd.

Kazuyoshi Yamamoto

Sekisui Chemical Co., Ltd.

Drafting Committee Members for Guidelines of Daily Management
ChairmanTakeshi Nakajo

Chuo University

MemberYukihiro Ando

TQM Consultant

Tadashi Ohfuji

Tamagawa University

Kiyohiro Kawai

Japan Information Technology Services Industry Association

Kenzo Nagahara

Process Management Techno

Kenichi Niikura

Maeda Corporation

Noriyoshi Fukumaru

Fukumaru Management Techno

Takeo Furuya

Toyota Motor Corporation Co., Ltd.

Shu Yamada

University of Tsukuba

Translation Working Group for Guidelines of Daily Management
ChairmanYukihiro Ando

TQM Consultant

MemberTakeshi Nakajo

Chuo University

Yoshito Hirabayashi

Technofer Co., Ltd.

Shu Yamada

University of Tsukuba

Contributors Charles Liedtke (U.S.A.)
Harold Haller (U.S.A.)Jan Gillett (U.K.),
Kiran Deshmukh (India),
N. Ramanathan (India)
Pankaj Kumar (India)

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