Why do you need this service?
Daily Management connects organisational objectives with the actual state of a process. Short briefings, clear KPIs, explicit response thresholds and structured escalation make problems visible while an effective response is still possible.
Boards alone do not create a system. In many companies, data is presented late, meetings become reporting sessions and deviations do not lead to decisions. Implementing Daily Management clarifies leaders’ working routines, accountability for results and the transition from facts to action.
When should you implement Daily Management?
- strategic objectives are absent from teams’ daily priorities,
- briefings take a long time without producing decisions and action owners,
- KPIs show historical results rather than current process conditions,
- problems are escalated too late or bypass the appropriate management level,
- leaders spend most of their time firefighting,
- the organisation wants to sustain Lean, TPM, quality or standardisation results.
System elements
- a KPI tree linking business outcomes to process parameters,
- team, area and plant boards,
- short briefings with an agreed agenda and time limit,
- response thresholds, owners and an escalation path,
- Leader Standard Work and Gemba Walks,
- PDCA, problem-solving and Coaching Kata.
Daily Management develops the Lean Management system and the capabilities described in our effective leadership service.
What is our role?
We design a decision-making system rather than wall decoration
LeanTrix connects strategy, KPIs, leadership behaviours and problem-solving within one management routine. We work with leaders directly in Gemba: observing existing briefings, simplifying indicators, defining responses and practising meeting facilitation.
We begin Daily Management implementation with a pilot so that the system matches the actual pace of work and accountability structure. We then develop internal coaches capable of sustaining the standard and improving it through successive PDCA cycles.
What does the organisation receive?
- a meeting and escalation structure,
- a KPI tree and data definitions,
- board designs and a briefing standard,
- Leader Standard Work and a Gemba Walk standard,
- a problem matrix and rules for initiating A3 or 8D,
- a pilot, coaching and rollout plan.
A handful of facts
0
management levels: team, area and plant
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PDCA phases building a stable management routine
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KPI tree connected to decisions and escalation
Implementation support
We provide support based on the Kata process, which allows us to adapt our activities to the specifics of your organization, taking into account the jointly set goals. The Kata process consists of four key elements that enable effective implementation of assumptions.
We operate according to PDCA
P
PLAN
Business objective, management levels and KPIs
In PLAN, we establish which outcome the system should support and which decisions must be made daily. We map existing meetings, reports, data delays and escalation paths.
- connect strategy and plant objectives with process KPIs,
- select the levels: team, area and plant,
- define owners, data sources and update frequency,
- establish green–amber–red thresholds and a response standard,
- select a pilot area,
- measure baseline meeting time, action timeliness and recurring problems.
D
DO
Piloting boards, briefings and escalation
In DO, we launch a visual management system and teach leaders to run short, focused briefings.
- design a board focused on safety, quality, delivery, cost and people,
- establish the discussion sequence and maximum meeting duration,
- practise moving from a deviation to action,
- introduce a list of owners, deadlines and escalations,
- connect briefings with Gemba Walks and problem-solving,
- coach leaders in the actual process.
C
CHECK
Decision quality and action closure
In CHECK, we evaluate the effectiveness of the whole system rather than the board’s appearance. We check whether the right problems are detected earlier and teams can resolve them at the appropriate level.
- measure data currency and time from deviation to response,
- analyse the timeliness and effectiveness of actions,
- track recurring problems,
- audit the briefing standard and leadership work in Gemba,
- observe the quality of escalation between levels,
- review KPIs with the sponsor.
A
ACT
Leader Standard Work and scaling the system
In ACT, we improve the standard, develop internal coaches and prepare rollout. Each level receives a clear role, routine and decision scope.
- incorporate briefings into leaders’ standard work,
- standardise KPI definitions and response thresholds,
- remove unnecessary reports and meetings that duplicate information,
- develop Coaching Kata and layered audits,
- extend boards and escalation to further areas,
- improve the system regularly using data.
Daily Management thus maintains a consistent link between strategy, everyday work and developing people.
Want to learn more? Contact us!
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