Daily Management (Nichijo-Kanri)


Daily Work Management (Nichijo-Kanri) in Self Directed Teams 

To Drive Ownership of Problem Solving and thereby Get Over Crisis Situations


Context: of Nichijo-Kanri will be clear if you try to find answers to the following questions.


Do you constantly struggle to get newer ways to make teams at workplace Self-Directed? 

Do you struggle to make teams perform better?

Do you run out of ideas to boost their spirits?

Does each day at your workplace begin and end with firefighting that never seems to end?

Does each day begin with newer emergencies?

Is there a lot of communication-gap among your employees?

Are there a lot of cross-functional and cross-level bottlenecks and fights that never seem to end?

Is the linkage between daily grass-root level activities and annual objectives derived from company’s strategic plan is either missing or is inadequately established?


If your answer to any one of the questions above is YES, then it is time to implement Daily Work Management. In absence of Nichijo-Kanri, implementing newer technologies or in-fashion improvement initiatives, as well as the installation of Self-Directed Teams will take you nowhere.


Expected outcome: Enhanced awareness so that implementation can be initiated. Additionally, upon completion of our application-oriented 'Train-The-Trainers' program, the trainers shall be able to install daily work management company-wide that shall help you to drive ownership of not only solving problems but preventing them from occurrence and recurrence and thereby help you get out of fire-fighting in a sustainable manner.


For Whom: Top Management Cross-functional team (who has authority for company-wide changes) must learn-n-lead the process.


What will the participants learn? – (Contents*):

  1. What is Daily Work Management (DWM, Nichijo-Kanri)?
  2. What are the elements of Nichijo-Kanri?
  3. Why doesn’t DWM sustain?
  4. How to sustain DWM: Role of enablement, R&R Kaizen culture, and journey-to-excellence!
  5. Improve Team Ownership and Accountability by implementing the Agenda of Nichijo Kanri.
  6. Role of Multi-level daily Quick Corner Meetings and how to practice them?
  7. What are the prerequisites?
  8. How to initiate, scale it up company-wide and sustain it? - The Roadmap and Timeline.


Duration: Session-1: (9.30 Register), Session-2: (11.30 -13), Session-3: (13.45 Report), Session-4: (15.30 -17 approx)

1-day: Coverage – Awareness. Case examples, and Tentative ‘What Next?’ Plan of Action.

3-days: Coverage – Application: ‘Train-The-Trainers’ with a brief practice to reinforce Principles and evolve a tentative roadmap for Company-wide implementation.

Additional days for Company-wide on-going implementation as per roadmap


Methodology (depending upon availability of time and teaching aids): Presentations, Case studies, Exercises, Action-oriented Gemba Kaizen depending upon the proximity of workplace, Group Discussions, etc.


Course Material: The book ‘Daily Management (Nichijo Kanri) in Self Directed Teams’ by Shyam Talawadekar


* The key milestones may, however, get reorganized for greater effectiveness.

Please do e-mail/ask for customized-contents of the module.