QUA-008 - Student Guide

QUALITY
QUA-008
ROUTINE MANAGEMENT
ROUTINE MANAGEMENT
CONTROL OF REVISIONS
QUALITY
QUA-008
ROUTINE MANAGEMENT
Rev. Date Description of the Revision Resp.
0 30/11/00 Original version.
A Nov. 30, 2000 Minor revisions from feedback from training

participants.
B Sept. 12, 2002
C June 12, 2009 General revision of content. Clarissa
C Sept 18, 2010 General revision and translation to English Flavia

Oliveira
Final revision by
Quality QUA - 008 Routine Management 2

Rev. C Sept. 18, 2010
ROUTINE MANAGEMENT
SUMMARY
Page
General Information.................................................... 4
Training Schedule Stage 1.................... 6
Introduction.................................................................. 7
Process..................................................................... 9
Key Performance Indicator........................................ 11
Routine Implementation ..................................... 15
Exercises.................................................................... 17
Training Schedule Stage 2 .................. 18
Reinforcing Routine Implementation 19
Exercises.................................................................... 24
Theoretical Self-Evaluation ......................................... 26
Template.................................................................... 28
References.............................................................. 29

Rev. C Sept. 18, 2010
ROUTINE MANAGEMENT
GENERAL INFORMATION
Target audience
Facilitator
Prerequisites
QUA - 006 Business Definition
QUA - 017 CEP
Length of Program
Theory: 8 hours
Practice: none

Rev. C Sept. 18, 2010
ROUTINE MANAGEMENT
MODULE DESCRIPTION
Objective:
To present the manner in which the daily routine is managed using key performance
indicators.
Training Stages and Steps Page
1- Introduction to Routine Management
1.1- Explain the importance of routine management in 7 to 8

Total Quality Management.
1.2- Present and reinforce the concept of process and 9 to 10

identify the structure responsible for guaranteeing
work team results.
1.3- Present the concepts related to key performance 11 to 12

indicators: choice, definition and extension to the
cells operating level. Show examples of key
performance indicators.
1.4- Explain how Routine Management works using 13 to 15

Improvement Management Software and Fact-
Cause-Action Reports.
1.5- Show how Routine Implementation is carried out, 16

and the responsibilities of people involved in the
process.
2- Reinforcing Routine Implementation
2.1- More in-depth study of Routine Implementation and 18 to 23

how to check the routine.
Evaluation Process
After studying all the material presented and correctly carrying out all the proposed
exercises, you will perform a theoretical self-evaluation. Then you will undergo a
theoretical evaluation on which you must receive a score of 70%.
If you do not get 70% correct, you must review the training stages in which you had
the most difficulty. If necessary, get help from your immediate supervisor.

Rev. C Sept. 18, 2010
INTRODUCTION TO ROUTINE MANAGEMENT
TRAINING SCHEDULE
Training Stage 1
Introduction to Routine Management
Activities Resources
1. Study the importance of Routine Module QUA- 008 Page 7.

Management.
2. Study and reinforce the concept Module QUA- 008 Pages 9 and 10.
of process and the structure
responsible for guaranteeing
work team results.
Module QUA- 008 Pages 11 and 12.
3. Study the concepts of key
performance indicators: as they
are chosen and defined.
4. Study the concepts related to Module QUA- 008 Pages 11 to 13.

Routine Management.
Module QUA- 008 Pages 13 to 15.
5. Study the concepts related to
implementing Routine
Management.
6. Do the exercises Module QUA- 008 Page 16.
7. Go to the next training stage Module QUA- 008 Page 18.

Rev. C Sept. 18,2010
ROUTINE MANAGEMENT
Management using TQC (Total Quality Control) is based on two groups of distinct
actions: ROUTINE and IMPROVEMENT. We are going to present Routine
Management in this module.
The basic objective of Routine Management is to maintain results, thus assuring

PREDICTABILITY.
THE PEOPLE WHO DO ROUTINE MANAGEMENT
The following figure and table show how everyone involved in Routine Management
interacts.

Together, these components ensure that the process accomplishes its objective.
Who What they do
Manager Accountable for general results of the cell

Defines key performance indicators
Analyzes chronic failures
Trains routine facilitators
Routine Accountable for results of the process
facilitator Coordinates the establishment of standards with the help of the
operators
Audits standards
Analyzes and corrects failures
Works on the special-cause events that occur in the process and
that generate some type of failure in the process;
Trains and motivates operators
Cell operator Executes tasks according to standards
Helps create standards
Reports failures and contributes to solutions
The area manager is the person responsible for implementing the routine, and the
routine operators and facilitators ensure daily results achievement.
The basis of Routine Management is involving the operators in two very important
activities: Following the Operating Standards and participating in the Failure Analysis
Process.
ADVANTAGES OF ROUTINE MANAGEMENT
Results occur as expected controlled and in accordance with Stakeholders

expectations;
Efficient processes that meet customer specifications within the range of

recognized variations;
Trained, skilled and motivated operators, keeping the processes within

recognized limits;
Stabilization of processes with satisfied, committed and well-trained operators

safely performing all their tasks, without failures, following defined Standards
and assuming accountability for the results of their cells according to the
Quality Airplane.

Rev. C Sept. 18, 2010

Rev. C Sept. 18, 2010
PROCESS
WHAT IS A PROCESS?
Any time we talk about a work team or a work post, we often talk about processes
that are performed in these locations.
But what does the word process really mean? Look at the figure below:
This person is doing a job with the help of equipment.
Looking at this figure, we can imagine all the steps that this person carried out to
reach this exact moment. For example:
1. Putting the safety equipment in place;
2. Getting the sander;
3. Positioning it over the surface;
4. Sanding the surface.
Each of these steps is called an Activity, that is, a basic and simple operation
performed by the operator.
The set of Activities done sequentially by a person (or several people) is called a
Task.
Lets look at the figure:
In this figure we see several people performing

activities, which in turn are grouped into tasks.
Therefore, when we have people doing tasks in

order, one after another, we say that they are
performing a process.
By knowing this, we conclude that:
A Process is a group of related tasks that together generate value for the
customer. Process is work. It is related to what is done!

Rev. C Sept. 18, 2010
TIPS THAT HELP TO DEFINE A PROCESS
To fully define a process, the following elements must be known:
Customers
Inputs: inputs, information, instructions, services.
Outputs: services, products, by-products.
The authorized person who is accountable for the results.
Tasks (set of activities).
The process must have a result that adds value for the customer, that is measurable,
and that has a person in charge who will strive to make sure that this result meets
customers needs.
The person responsible for the process must control results and continuously
improve them.

Rev. C Sept. 18, 2010
KEY PERFORMANCE INDICATORS
CONCEPT OF KEY PERFORMANCE INDICATOR - KPI
In Routine Management, process results are tracked and compared with expected
values using Key Performance Indicators KPI.
Key performance indicators are defined by defining the business, as shown in

Module QUA-005. An example of defining the business follows:
The main objectives of KPI are:
To measure and control the results of the business and its processes.
To extend control throughout all of the companys businesses.
To provide a comparison with benchmarks.

Key Performance Indicator (KPI)
This is a numeric index associated with a result. It must effectively

measure the results of the Business.

Rev. C Sept. 18, 2010
The person responsible for the business is accountable for its results, that is, the
goals established with the Stakeholders must be met!
Routine Management is an organized and participative work, which aims

at garanteeing the results expected by stakeholders through KPI results
follow up, acting on the critical process parameters.
The following table shows some examples of key performance indicators in the melt
shop business.
John Smith
John Smith
John Smith
John Smith
John Smith
John Smith
John Smith
John Smith
John Smith

Rev. C Sept. 18, 2010
ROUTINE CHECK
Tracking Key Performance Indicators (KPIs)
Key Performance Indicators (KPIs) are tracked by the supervisor or routine facilitator
with the help of Improvement and Routine Management software called GMR.
This software is used to optimize the routine and improve management processes by
tracking:
Key performance indicators;
Projects;
Records of corrective actions; and
Integrated management of pending items.

It consolidates the management methodology of the Annual Action Plan and the
routines to be used throughout Gerdau.
The following figure shows how key performance indicators are tracked in GMR.
It describes the KPIs and how they behave over time.

Rev. C Sept. 18, 2010
The following table shows the KPI Light used in the GMR Software. Their meanings
are listed below.
Fact-Cause-Action Report - FCA
The Fact-Cause-Action Report, or FCA, records deviations, summarizes root causes

(what is the root cause of the failure), and defines actions to solve the problems
identified by means of the results of the key performance indicators.
If results are outside the normal range, their root cause should be minimized in order
to prevent undesired results from occurring again.
The FCA is a tool that is available in Improvement and Routine Management (GMR)
software.
Special Causes These are variations that do not occur by chance. They
stem from known or unknown sources, and are not associated with events
(facts) other than those that occur during the process routine.
Common Causes These are variations that occur by chance. They stem
from known or unknown sources that are part of a process, and whose
occurrence is lasting and continuous.

Rev. C Sept. 18, 2010
The following table shows how an FCA works:
Fact Cause Action Who When
Fact (1st Event): This is the effect or undesired result in some process.
Cause: The root cause of the problem is described in this field.
Action: Actions necessary to eliminate the root cause of the problem are
proposed in this field.
Who: This is the person accountable for the planned action. It must always be
one person.
When: Describes when the action will be carried out, with a starting date and
an end date.
TIPS
Find the true cause of the problem so that it is not just the symptoms that are
being treated through the use of quality tools (see Module QUA-030).
List the facts with details.
Control limits: use statistics and historical data to assess the limits in the
graphs (see Module QUA-016). If historical data is not available, start with the
limits/specifications established by the Stakeholders.

Rev. C Sept. 18, 2010
ROUTINE IMPLEMENTATION
HOW IS A ROUTINE IMPLEMENTED?
The work of Routine Implementation is an improvement project organized into five

steps:
Based on the Quality Airplane, all these steps are necessary to attain stable results.

Rev. C Sept. 18, 2010
EXERCISES
Mark the correct answer:
1. One of the objectives of Routine Management is:

a. ( ) To maintain the results of the processes.
b. ( ) To improve processes.
c. ( ) To satisfy Shareholders.
2. In Routine Management, the facilitator:

a. ( ) Complies with standards, resolves problems, helps operators.
b. ( ) Audits standards, analyzes failures and trains operators.
c. ( ) Defines KPIs, establishes standards, and trains other facilitators.
3. A Key Performance Indicator is a numeric value related to:

a. ( ) numbers in the process.
b. ( ) problems in the process.
c. ( ) results of the process.
4. Routine Implementation is the following type of project:

a. ( ) improvement.
b. ( ) strategic.
c. ( ) management.
5. Cell operators are accountable for:

a. ( ) improving the process.
b. ( ) carrying out tasks according to standards.
c. ( ) implementing Routine Management in the cell.
6. Mark the following alternatives that have all the steps of Routine Implementation.
a. ( ) Critical Training, Execution according to standards, Auditing of Standards,
and Failure Analysis.
b. ( ) Process Analysis, Standardization, Critical Training, Execution according to
Standards, Auditing of Standards, and Failure Analysis.
c. ( ) Standardization, Failure Analysis, Auditing of Standards, Stable Results.
d. ( ) Process Analysis, Standardization, Auditing of Standards and Stable
Results.

Rev. C Sept. 18, 2010
REINFORCING ROUTINE IMPLEMENTATION
TRAINING SCHEDULE
Training Stage 2
Reinforcing Routine Implementation
Activities Resources
1. Study the material related to Module QUA- 008 Pages 19 to 23.

reinforcing Routine Implementation.
2. Do the exercises. Module QUA- 008 Page 24.
3. Carry out the theoretical self- Module QUA- 008 Page 26.
evaluation relative to all training
steps in this module.
4. Undergo the theoretical evaluation

for all training steps in this module.

ROUTINE MANAGEMENT IMPLEMENTATION STEPS
As previously explained, there are 5 steps involved in implementing routine

management, shown in the following table. These steps will be explained next.
Applying the steps above into the PDCA method, steps 1 and 2 above are
concentrated on P (planning), steps 3 and 4 are part of D (doing) - actual routine
implementation.
Continuity of PDCA method occurs in Routine Management by checking the

identified KPIs (C), and by taking corrective action (A) in the process, when
necessary. They are represented by step 5 in the picture above.
Routine Implementation
Corrective
Actions Step 1
A P Step 2
Step 3
KPI Results
Check C D
Step 4
Standards Audits

Ver. C Sept. 18, 2010
STEP 1 PROCESS ANALYSIS
The objective of Process Analysis is to learn about the business / process in order to
define its performance measures, as well as to identify what is critical to ensure
Safety, Quality, Cost, Environment and Delivery aspects of the results of the
business / process.
The main result of Process Analysis leads to Standardization, by defining what tasks
are critical and, therefore, should be standardized, such as preparing the PGT
Process Guarantee Table (See QUA-025).
STEP 2 STANDARDIZATION
Standardization basically exists for two reasons:
To Keep Knowledge Within the Company

Standards are established to preserve the technical memory of the
organization, allowing knowledge transfer within the organization, thus
contributing to better control of technology.
To Ensure Best Practices

Standards are established to ensure the stability of process results, by clearly
defining tasks performance and their expected results. See Module QUA-022.
STEP 3 CRITICAL TRAINING
Critical Training consists of the following steps:
1. Making the employee aware of the criticality of the task.
2. Presenting the concepts, key points, and possible risks of the task.
3. Providing guidance using the following methodology:

Rev. C Sept. 18, 2010
1
Divide the process in small steps (tasks).
2
The
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5
The trainee repeats the demonstration, trying to make
no mistakes. The process repeats itself as many times
as necessary until the trainee reaches the necessary
standard.
* Specialist Routine Facilitator / Trainee Operator
For this methodology to be successful, the facilitator must have some basic
knowledge:
Technical Knowledge: Command of the processes for which he is

responsible.
Routine Management Methodology Knowledge: Failure analysis and

handling, analysis and problem-solving, and establishing standards.
Leadership Knowledge: Teaching skills, ease of relating with the team, and
knowing how to motivate the team for training.
These are the standards that contain all the information necessary for the operator to
perform his functions; therefore, they must be used intensively in operator training. All
training must have a plan that includes items that are organized according to a
5W1H, with requirements that must be followed.
Training needs for operators arise as a result of: implementing new products and
processes (machines, materials, techniques, etc.), blocking causes of failures, and
change of standards based on some improvement or elimination of the causes of
failures.

Rev. C Sept. 18, 2010
Tips
Before initiating the subject itself, assess the knowledge that the person being
trained already has.
Aspects of safety and the environment are a part of training and should be
included in any work.
Carry out the preferred training at the work location.
STEP 4 EXECUTION ACCORDING TO STANDARDS
All the prior steps help employees carry out tasks according to standards by seeking
to ensure the result of repetitive operations that are critical for meeting the needs of
Stakeholders!
STEP 5
Standard Audits
Standard Audits confirm that the standards that have been implemented as
part of the routine and are being complied with, which means they are useful
to the employees.
Therefore: the process of Auditing of Standards verifies that the employees

are complying with standards; it prevents failures and identifies improvement
opportunities by seeking to contribute to process stability (see Module QUA-
029).
Failure Analysis
A failure is any undesired occurrence.
To ensure results predictability, it is necessary to prevent failures.
Failure Analysis process eliminates the reoccurrence of failures by contributing

to stabilizing process results (see Module QUA-013).

Rev. C Sept. 18, 2010
CHECKING KPIs AND CORRECTIVE ACTIONS
GMR (Improvement and Routine Management) Software is the instrument used to

manage and control the both routine and improvement results.
As was seen in the previous training stage, FCA is available in GMR, which is used
whenever a routine KPI has a value other than the projected value.
For more information on GMR software, use the resources below, or contact the
Technology Management Area of your Unit.
Production environment: http://intranet/gmr
GMR Software site information for new users, manuals, exercises, e-

learning: http://gmr.gerdau.net/gmr/site
Training environment: http://intranetq/gmr
Help menu: provides information on the screen that the user is logged onto.
Service Desk (2001): Operating and performance problems with the GMR
Software should be directed here.

Rev. C Sept. 18, 2010
EXERCISES
Mark the correct answer(s) with an X:
1. In what step of Routine Management Implementation are the businesses /

processes defined?
a. ( ) Critical Training
b. ( ) Process Analysis
c. ( ) Standardization
d. ( ) Failure Analysis
2. KPIs should have the following characteristics:

a. ( ) Be established through the definition of the business, and related to the
Stakeholders
b. ( ) Add value solely to Routine Management and measure the results of tasks
c. ( ) Be related to the Stakeholders and add value solely to Routine
Management
Mark True (T) or False (F):
3. Process Analysis evaluates information coming from Standardization.

( ) True ( ) False
4. FCA is the tool used when the results of a KPI in the routine show values outside
the normal range. The tool is available in GMR Software.
( ) True ( ) False
Mark the correct answer(s) with an X:
5. In Step 2 Standardization we CANNOT state that:

a. ( ) It serves as an input for Process Analysis
b. ( ) It is to keep knowledge within the organization
c. ( ) It ensures that best practices are followed by everyone
d. ( ) It contributes to the control of technology inside the company

Rev. C Sept. 18, 2010
6. Match the items in the left column with the items in the column on the right.
According to the critical training step in routine Implementation, the facilitator and
the operators must have the following:
Technical Knowledge ( ) 1. Facilitator

Receive training on standards ( ) 2. Operators
Knowledge of the management method ( )
Knowledge of personal relationships ( )
a. ( ) 1-2-1-1
b. ( ) 1-1-1-2
c. ( ) 2-1-2-2
d. ( ) 1-2-2-1
7. The following may be stated in regards to the method applied during the training
that operators receive:
a. ( ) It is a complex program that requires a great deal of dedication and
preparation by the facilitator so that training is conducted effectively.
b. ( ) It must be performed in a room with appropriate lighting and physical space
for the participants.
c. ( ) Using demonstrations, the facilitator trains the operators in how to execute
a certain task. Next, the operators try to reproduce this task.
d. ( ) The facilitator explains how a certain task should be carried out and then
the operator carries out the task according to what was explained.

Rev. C Sept. 18, 2010
ROUTINE MANAGEMENT
THEORETICAL SELF-EVALUATION
Mark the correct answer with an X.
1. Organization of Routine Management allows:

a. ( ) facilitators to be able to work on improvement activities.
b. ( ) management to be able to work on improvement activities in their area.
c. ( ) adjusting the factory to new products.
2. A work team that has implemented Routine Management should have:

a. ( ) results that are predictable and under control.
b. ( ) predictable results, even though they do not meet customers needs.
c. ( ) results that are a little better.
3. Match the items in the column on the left with the items in the column on the right:
(1) Manager (Q) Establishes standards and trains the team.
(2) Routine Facilitator (Q) Is responsible for process tasks.
(3) Operators (Q) Defines the key performance indicators in the
process.
a. ( ) 2-1-3
b. ( ) 1-2-3
a. ( ) 3-2-1
b. ( ) 2-3-1
4. The tool that makes it possible to track the key performance indicators of a work
team must use:
a. ( ) Fact-Cause-Action.
b. ( ) 5W1H.
c. ( ) GMR Software.
5. It is correct to state that KPIs:

a. ( ) Measure the results of processes
b. ( ) Are the operators responsibility
c. ( ) Are related only to customers needs

Ver. C Sept. 18, 2010
ROUTINE MANAGEMENT
6. The implementation steps of Routine Management are:
a. ( ) Action Plan, Critical Training, Standardization and Control
b. ( ) Process Analysis, Standardization, Critical Training, Execution according to
Standards, Failure Analysis and Auditing of Standards
c. ( ) Process Analysis, Critical Training, Standardization and Execution
according to Standards
d. ( ) Standardization, Execution according to Standards, Process Analysis,
Critical Training and Failure Analysis
7. The following are considered to be advantages of Results Management:

I. Results that are as expected, controlled and in accordance with the expectations
of Stakeholders;
II. Trained, skilled and motivated operators who keep processes within recognized
limits;
III. Having processes that are capable of varying their results.
a. ( ) Only I and II
b. ( ) Only II and III
c. ( ) Only I and III
d. ( ) I, II and III
8. Using GMR Software it is possible to track:

I. Key performance indicators
II. Failure Analysis
III. Records of corrective actions
IV. Quality Improvement Story Projects (QIS)
a. ( ) Only I
b. ( ) Only II and III
a. ( ) Only I and III
b. ( ) Only I, III and IV

Rev. C Sept. 18, 2010
ROUTINE MANAGEMENT
TEMPLATE
EXERCISES
EXERCISES I - EXERCISES II
page 17 page 24
1A 1B
2B 2-A
3C 3-F
4A 4-V
5B 5-A
6B 6-A
7-C
SELF-EVALUATION
SELF-EVALUATION - page 26
1-B 5-A
2-A 6-B
3-D 7-A
4-C 8-C

Ver. C Sept. 18, 2010
ROUTINE MANAGEMENT
REFERENCES
[1] Management Development Foundation Routine Management in Daily Work

Vicente Falconi Campos.
[2] Module1 Management Technology TQC, PDCA, Routine Management,

Processes and Business, 5S.

Rev. C Sept. 18, 2010

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QUALITY

Rev. Date Description of the Revision Resp.

0 30/11/00 Original version.

A Nov. 30, 2000 Minor revisions from feedback from training

B Sept. 12, 2002

C June 12, 2009 General revision of content. Clarissa

C Sept 18, 2010 General revision and translation to English Flavia

Quality QUA - 008 Routine Management 2

Training Schedule Stage 1.................... 6

Key Performance Indicator........................................ 11

Routine Implementation ..................................... 15

Training Schedule Stage 2 .................. 18

Reinforcing Routine Implementation 19

Theoretical Self-Evaluation ......................................... 26

Quality QUA - 008 Routine Management 3

QUA - 006 Business Definition

QUA - 017 CEP

Quality QUA - 008 Routine Management 4

Training Stages and Steps Page

1- Introduction to Routine Management

1.1- Explain the importance of routine management in 7 to 8

1.2- Present and reinforce the concept of process and 9 to 10

1.3- Present the concepts related to key performance 11 to 12

1.4- Explain how Routine Management works using 13 to 15

1.5- Show how Routine Implementation is carried out, 16

2- Reinforcing Routine Implementation

2.1- More in-depth study of Routine Implementation and 18 to 23

Quality QUA - 008 Routine Management 5

Introduction to Routine Management

1. Study the importance of Routine Module QUA- 008 Page 7.

4. Study the concepts related to Module QUA- 008 Pages 11 to 13.

6. Do the exercises Module QUA- 008 Page 16.

7. Go to the next training stage Module QUA- 008 Page 18.

Quality QUA - 008 Routine Management 6

The basic objective of Routine Management is to maintain results, thus assuring

THE PEOPLE WHO DO ROUTINE MANAGEMENT

Quality QUA - 008 Routine Management 7

Who What they do

Manager Accountable for general results of the cell

ADVANTAGES OF ROUTINE MANAGEMENT

Results occur as expected controlled and in accordance with Stakeholders

Efficient processes that meet customer specifications within the range of

Trained, skilled and motivated operators, keeping the processes within

Stabilization of processes with satisfied, committed and well-trained operators

Quality QUA - 008 Routine Management 8

Quality QUA - 008 Routine Management 9

This person is doing a job with the help of equipment.

1. Putting the safety equipment in place;

2. Getting the sander;

3. Positioning it over the surface;

4. Sanding the surface.

Lets look at the figure:

In this figure we see several people performing

Therefore, when we have people doing tasks in

By knowing this, we conclude that:

Quality QUA - 008 Routine Management 10

TIPS THAT HELP TO DEFINE A PROCESS

To fully define a process, the following elements must be known:

Inputs: inputs, information, instructions, services.

Outputs: services, products, by-products.

The authorized person who is accountable for the results.

Tasks (set of activities).

Quality QUA - 008 Routine Management 11

KEY PERFORMANCE INDICATORS