Daily Management

1 day

course code 1. 16

What is the course for


Establish a culture of daily improvement


Learn to be agents of change in the field


Learn to involve all staff in contributing to improvement

Often in companies, it can appear that things really only change for the better when there are targeted interventions coming from the top or from outside of the company structure. The cause of this is attributed to the inability of the lower-level staff or to a lack of desire to do it themselves. There are frequent cases where many managers replace the team in the functional work, thus making the team feel only partially responsible for the results, which leads to a general lack of discipline, and departments that seem to operate without guidance or awareness of the current situation. Some companies seek to remedy these situations by transposing an existing solution applied elsewhere or one that originates from theory. However, instead of bringing about an improvement, these attempts often translate into failure in both the technical and the social aspects.

Companies that have shown greater capacity for improvement over time are characterised by daily-management based organisation; within these companies, managerial figures act as agents of change capable of being “system designers”, able to delegate status monitoring to their team and therefore stimulate autonomy and initiative among the entire staff.

In this way, the system is able to develop an autonomous improvement journey, capable of improving company performance by starting from the current state of knowledge at all levels. The potential of all the company’s staff is thus utilised and valued.

Establishing a daily management culture is indispensable for companies that want to continually improve without losing any of the human potential at their disposal.


  • Establish a culture of daily improvement
  • Learn to be agents of change in the field
  • Acquire techniques and methods for  daily departmental management  
  • Learn to involve all staff in contributing to improvement

Addressed to

  • Managers
  • Coordinators
  • Team leaders



  • The organisation of personnel for operational management and continuous improvement: case studies
  • The role of team members
  • The role of the team leader
  • The role of the group leader
  • The role of staff functions
  • The role of management


  • What and how to standardise to encourage daily management
  • OPL, SOP and standard work sheet
  • Physical management of the workplace
  • Actively using standards

Monitoring and awareness

  • Real-time monitoring systems; from physical to digital
  • What needs to be measured on a daily basis and why. KPIs, KAIs, direct and indirect metrics.
  • Designing a visual management system
  • The process of analysis and enacting countermeasures
  • The routines of a leader
  • Planning a Gemba walk

Continuous improvement

  • Kaikaku vs Kaizen
  • The role of boss/coach. How to achieve the autonomy of an operating team for continuous improvement
  • Different types of daily and weekly meetings
  • Planning departmental meetings
  • The use of questions in conducting daily meetings
  • Systems for gathering improvement ideas: cases of comparison
  • Daily, weekly, monthly, quarterly and annual incentive events and awards.

You will experience

  • How to define and implement standards that encourage daily management
  • How to design and implement a visual dashboard
  • How to manage departmental meetings effectively
  • What to improve from your daily management

Download the in-company training catalogue