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Overview
I led a full redesign of the Daily Management System (DMS) for a high‑volume manufacturing area I managed. The original system scored 1.6 out of 5.0, lacked structure, and provided little visibility into performance. I rebuilt the entire framework, KPIs, visuals, meetings, layered audits, leader standard work, and BI reporting, raising the score to 4.8 out of 5.0, surpassing the project goal of 4.0.
Continued improvements brought the system to a 5.0 score, earning me the MPS Specialist certification.
Problem
The existing DMS was not supporting performance, accountability, or decision‑making. Key issues included:
KPIs were unclear, missing, or not aligned to strategy
No visibility into efficiency loss, machine defects, fallout, or operator metrics
Daily meetings lacked structure and engagement
No layered auditing system
Operators had limited ownership and no feedback loops
Mechanical issues and work orders were inconsistently tracked
The system was failing to drive behavior, communication, or improvement.
Aproach
1. Strategic Alignment
1. Strategic Alignment
I aligned the DMS structure with site‑level goals so that KPIs directly supported quality, stability, and continuous improvement.
2. KPI Mapping System
2. KPI Mapping System
I created a KPI Mapping System that defined:
What to track
Who owns each KPI
Meeting cadence
Escalation paths
This ensured clarity, ownership, and consistency across the operation.
3. Review & Response System
3. Review & Response System
I redesigned daily and shift meetings, included new charts and bi reports to focus on:
- Safety, Morale and Maintenance
- Quality and Production
4. Review & Response System
4. Review & Response System
This was one of the most impactful components of the redesign.
I built BI reports that allowed:
For engineers:
Identify which process steps caused the most losses
Detect issues faster
Prioritize maintenance and process improvements
Replace assumptions with data
For operators:
Real‑time visibility of performance
Immediate feedback on defects and fallout
Clear expectations and accountability
Dashboards:
5. Leader Standard Work
5. Leader Standard Work
I created standard work for critical processes to:
Reduce cleaning time
Improve efficiency
Ensure quality in a critical process area
Standardize routines across shifts
6. Layered Auditing System
6. Layered Auditing System
I implemented digital layered audits with schedules for:
Filter audits
Process audits
Daily coverage by machine group
This created accountability and ensured standards were followed.
7. Operator Desk Redesign
7. Operator Desk Redesign
I reorganized the operator area to use previously unused screens for live data, improving visibility and workflow.
Results
DMS score improved from 1.6 → 4.8 out of 5.0 (goal: 4.0)
System later reached 5.0, the maximum score
Efficiency loss improved from 19.36% → 12.55%
Stronger operator engagement and ownership
Faster detection of issues through BI reports and visuals
Standardized routines for leaders and operators
Improved communication between operations and maintenance
Earned the MPS Specialist certification for leading and delivering this project
Key Skills Demonstrated
Lean Systems
Visual Management
KPI design
BI reporting
Layered audits
Leader standard work
Operator engagement
Cross‑functional leadership
Change management
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