5S standardisation and daily management
The Daily Management board is the core of the daily operations follow-up meeting — a short standing meeting of 10–15 minutes where the team reviews safety, quality, delivery and escalation. The purpose is to spot deviations early and act at once — not to spend time on long discussions.
When do you use it?
Daily — at a fixed time in the morning (e.g. 07:15). Hold the meeting standing at the board. The same agenda every day builds the habit and saves preparation time.
The 4 + 1 sections
Step by step
Watch out
Example
Delivery: Plan 120 units, actual 98, deviation −22. Cause: machine stop 40 min. Escalated to maintenance with a deadline of 14:00 today. Followed up the next day in the D section.
Method: Toyota Daily Management System; cf. David Mann, “Creating a Lean Culture” (2005).
Reviewed every morning at
| Checkpoint | Mon | Tue | Wed | Thu | Fri | Notes |
|---|---|---|---|---|---|---|
| PPE available | ||||||
| Escape routes clear | ||||||
| First aid checked | ||||||
| Near-misses |
Deviations and corrective actions
| Deviation | Date | Corrective action | Owner | Status |
|---|---|---|---|---|
Daily output vs. plan
Problems that need a management decision
Weekly audit (score 1–5)
| 5S element | Description | Score (1–5) | Improvement |
|---|---|---|---|
| Sort | Only necessary items at the workplace | ||
| Set in order | Everything has a fixed place | ||
| Shine | The workplace is clean and gleaming | ||
| Standardise | Procedures are documented and followed | ||
| Sustain | Maintaining the standards |