Regular management - a system of daily production management
DMS helps to see the state of production every hour, escalate problems the day they occur, and achieve strategic goals through daily management discipline.
We will evaluate your current management practices, identify bottlenecks, and show you how a DMS can work in your production.
Do you recognize these situations in your production?
Constant "firefighting"
80% of management time is spent on reactive problem solving. Managers provide ready-made solutions instead of leading the team through a structured root cause analysis process.
You don't see the real picture
Everything is based on "heroes"
Meetings without structure and results
Problems are hidden, not solved
Management "from the office"
What is the Daily Management System and why does your production need it?
A Daily Management System (DMS) is a structured set of daily management procedures that link the strategic goals of an enterprise to the work of each shift and each operator.
DMS is not just another meeting. It is the “nervous system” of production, which describes the philosophy of Shopfloor Management and is based on the principles of the production system: short structured meetings at each level, visual boards with up-to-date indicators, a clear process for escalating problems, and standardized leader work.
The result: you know the state of affairs every hour, problems are escalated and resolved on the day they occur, and your management team works according to the system, not intuition.
5 pillars of the regular management system
Goals
Standards
Processes are described and controlled by standards. A deviation from the standard is a signal for action.
Visualization
SQDC boards, process boards, and information centers make the status of processes transparent to everyone.
Communication
Regular and timely communication with transparent channels and time windows.
Qualification
The manager teaches, practices, and transfers methods. Mentoring through PDCA.
DMS/Shopfloor Management is used in lean enterprises around the world and is an essential element of the production systems of Toyota, Danaher, Volkswagen, Honeywell, and other leaders.
How DMS works: from operator to director in 2 hours
DMS is based on a cascade of short structured meetings where information flows from the bottom up. Within 2-3 hours of the start of the shift, the director has a complete picture.
Who: Director + heads of departments + support functions
When: +30-60 minutes after P3, 20-30 minutes
What: Strategic deviations, resource allocation
Who: Head of the shop + shift/section managers
When: +30-60 minutes after P2, 15-20 minutes
What: Aggregate picture, cross-functional issues
Who: Shift supervisor + foremen
When: +30-60 minutes after P1, 10-15 minutes
What: Escalated issues, SQDC metrics, resources
Who: Foreman + operators
When: Start of shift, 5-10 minutes
What: Security, plan, problems of the last shift, standards
Each meeting has a fixed time, format and list of questions. This is not an open-ended discussion – it is a management ritual.
What a DMS consists of: 5 key elements
Each element is interconnected – visualization supports communication, standards create a basis for improvement, and mentoring ensures the sustainability of the system.
Visual control boards
Command boards, process control boards and information centers at every level – from the team to the plant. The SQDC indicators are updated on a daily basis. Red is a deviation, green is the norm.
Standards and Process Confirmation
Standards are mandatory specifications of work processes. The manager uses the SFM time slot to check compliance with the standards through the T-Card system: daily, weekly, and periodic checks.
Escalation and problem resolution process
Deviations → Visualization → Communication → Root cause analysis → Measures → Confirmation of the standard. Problems are solved according to the PDCA logic. The manager guides the employee as a mentor.
Mentoring and team development (Mentor-Mentee)
Mentoring is not micromanagement. The manager asks questions using the Socratic method, guides the employee through the PDCA cycle, and lets them learn from their own experience.
Information cascade and SFM Time Window
A structured flow of information from the bottom up: from the team meeting to the plant director in 2-3 hours. Each level has a fixed time window for being present at the production site.
What changes in production after DMS implementation
The role of the leader in DMS: on-site management
Shopfloor Management is not just about processes and whiteboards. It is a leadership philosophy where the manager is a mentor, a role model for the production system, and a promoter of continuous improvement.
Exemplary behavior
Compliance with all standards: neatness, visualization, work clothes, deadlines. Open and regular information for employees.
Socratic questions
The manager doesn’t give ready-made answers, but asks questions that lead to independent solutions: “What is the target state? What is the current situation? Why is this happening?”
Open culture of mistakes
Mistakes are learning opportunities. Trust that reporting a bug is welcome, support for the person reporting it, and time to analyze it thoroughly.
Ensuring standards
Structured and regular monitoring: compliance with work processes, employee qualifications, quality. Reaction to each deviation from the target state.
Development through mentoring
Short-cycle training loops through PDCA: the manager accompanies the employee, gives feedback, insists on a short implementation timeframe, and checks the effectiveness of the measures.
“The manager at Shopfloor Management does not assign blame, uses the questioning technique, listens actively, acts with respect, allows for mistakes in learning situations, and creates his own picture of the situation through on-site observations.”
The role of the leader in DMS: on-site management
We start with an audit of the current management system, and in 2-3 days you will get a clear picture of where you are now and what needs to be changed.
DMS based on the Shingo Model, an international standard for operational excellence
BPI Group implements DMS based on the principles of the Shingo Model, a recognized international standard often referred to as the “Nobel Prize in Manufacturing.” We are an affiliated partner of the Shingo Institute (Utah, USA).
What does this mean for you? Our methodology is not based on the “best practices” of individual consultants, but on a system of principles proven by decades of experience of the world’s best manufacturing companies.
The leader goes to the production site every day, listens to the team and helps to remove obstacles
How BPI Group implements DMS in your production
1-3 days
We evaluate the current management system: meetings, information flow, visualization, escalation. We identify gaps and priorities.
1-2 weeks
4-8 weeks
gradually
We extend the system to other departments. We train your internal team to maintain and develop the DMS on their own.
DMS implementation experience
BPI Group consultants have implemented regular management systems and lean transformations at enterprises in various industries.
PJSC "Elopak-Fastiv"
Packaging production - 139 employees
D Light Company
Mechanical engineering (manipulators) - 110 employees
PJSC "Enzym Company"
Food industry (yeast) - Plant in Lviv
Lack of a systematic approach to managing production teams, sporadic problem solving, and poor cross-functional communication.
Frequently asked questions about DMS
We already have planning meetings. Why do we need DMS?
A planning meeting is one element. DMS is five interconnected pillars: Goals, Standards, Visualization, Communication, and Qualifications. Without an information cascade, an escalation process, a T-Card system, and a standardized leader’s work, the meeting remains a discussion without an implementation mechanism.
What is Leading on site?
Ready to build a daily management system?
Leave a request and we will discuss how DMS can work in your production. The first step is to audit your current management system.
How does mentoring work in DMS?
What is Process Confirmation and the T-Card system?
Process Confirmation is a regular check by a manager to ensure that standards are being met at workplaces. The T-Card system visualizes these checks: the cards are distributed by day of the week, and when completed, they flip from red to green.
Is it suitable for small production?
How long will the implementation take?
Does it work in an environment of instability and wartime?
Our people are not used to such formats. There will be resistance.
Resistance is a normal part of any change. We start with a pilot site, where we work with your managers to show the results: shorter meetings, faster problem solving, and transparency.
How does it relate to other lean tools?
DMS is the foundation that makes all other tools (5S, SMED, TPM, Kaizen) sustainable. Without daily monitoring, any lean tool gradually “dies”. DMS is what keeps the entire production system in good shape.
Ready to build a daily management system?
Leave a request and we will discuss how DMS can work in your production. The first step is to audit your current management system.