"Visual management & 5S " in Lean T.P.S (Workshop slides)

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Visual Management

QUICKSET-UP

Visual Management

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Visual Management

Visual Management

Module 1

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Visual Management

Visual Management Charter

Visual Management is promout as a workplace where

all associates understand and manage their own work

in a safe, clean, organized environment that fosters

open communication, pride, and continuous

improvement

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Visual Management Goals

• Make everyone’s job easier

• Give all associates a high degree of ownership in their work, and pride in their workplace

• Increase communication by making information easier to understand

• Improve company overall success

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Workshop Objectives

• Understand the 4 Phases leading up to Visual Management

of the Workplace

• Apply the concepts and techniques for each phase through

team exercises on the floor

• Understand how to use Visual Management and the

benefits it offers

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Visual Management

Desired Outcome

• Create a sense of “Who we are” and “What we do”

• Employ company standards to make key processes universally understood

• Make work decisions based on what we see

• Communicate all ways

• Make customer satisfaction visible

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Visual Management

Brainstorming Exercise

Let’s think about things

as they are today. ..

Do we work in a visual

workplace ?

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Visual Management

What is our current situation ?

How would you describe your current workplace situation?

Consider:

• Personal Safety

• Physical environment

• The processes

• Information access

Safety

W P O Process

People Data Machines

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Visual Management

Visual Workplace Vision

Describe your vision of what the ideal workplace is like

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Visual Management

• Visual Management is a set of techniques for creating a workplace

embracing visual communication and control throughout the work

environment.

• The visual management philosophy is underpinned by the view that ‘what

gets measured & displayed gets done’

• It makes it easy to understand the processes which have been put into

place

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VISION• The work environment should be immaculate, safe and self-cleaning

• Standards are easy to recognise and abnormal conditions are quickly identified,

enabling speedy analysis & resolution.• Performance and progress are readily

apparent to employees.• Plans are in place to significantly reduce or

remove waste and defects in the process.

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DisplaysTo make staff aware of

related data and information

– charts, graphs etc

ControlsTo guide the action of staff members – sign

boards, dos and don’ts signs

Two Tools of Visual Management

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• Using visual mechanisms to communicate information

• Visual display builds on the fourth ‘S’ (standardise)

• Show how to do the job (standard, agreed-upon best practice).

• Show how things are used.• Show performance status.• Identify hazardous areas

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TYPES• Product and process information

• Area information, boundaries• Standard work instructions - Standard work

charts, etc• Performance information - tracking against

key metrics• Status of current issues and improvement

activities• Schedules of maintenance, calibration or

other support activities

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Visual Management

• Goes beyond simply tracking and reporting performance and any

• Highlights deviations that occur from the planned outcomes.

• Many forms of visual control exist in the Lean workplace

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Visual Management

Basic types

• Shadow boards

• Indicators on various items e.g. gauges

• Heijunka boards – showing the status of daily schedules

• Design pull systems (Kanban)

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Visual Management

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Visual Management

BENEFITS

• Leads to information sharing.• Facilitates worker autonomy.• Supports elimination of waste.• Fosters continuous improvement.• Exposes abnormalities.• Enables quick response & recovery.• Promotes prevention.• Maintains the gains.

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3 BASIC STEPS REQUIRED

• There are three basic steps:

1) Organise the workplace using 6S

2) Ensure that all required work standards, instruction and related information are clearly displayed in workplace

3) Control workplace processes by exposing and stopping errors and by preventing future occurrences

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Visual Management

The Visual Workplace ...

• is safe

• is clean and organized

• is easily understood

• is managed through involvement by all

• creates high quality products

• communicates progress

• generates pride

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The Visual Management Assessment Test

In the visual workplace, anyone will easily know the:

who, what, when, where, why, and how of an area

within 5 minutes

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The 4 Phases to Visual Management

Workplace Organization

Visual Display

Visual Measures

VisualManagement

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Visual Management

Workplace Standards

• Definition

Objects or practices considered to be the example or model. Standards should be established by general team consensus.

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Why use standards ?

Workplace standards offer

these benefits:

• Universally understood

• Assure quality and consistency

• Eliminate variation

• Make abnormalities apparent

ALTO

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How many of these standards are standard in your plant ?

STANDARDCHANGEOVER CLOCK

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RED BOX SCRAP

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T P M

BOARD

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DOWNTIME / PRODUCTION DISPLAY

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B O S CHART

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Visual Management

Module 2

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How do we create Visual Management?

One phase at a time...

The 1st Phase is Workplace Organization

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Workplace Organization

A Vital Link To Continuous Improvement

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S5S’S

• Sort

• Stabilize

• Shine

• Standardize

• SustainSSSS

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SortThe First S

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First S - Sort

• Keep what is needed

• Eliminate what is not

• Identify what is out of place

• X - Tag

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Dark Corners and Healing Walls

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SortHere Is A Good Example

How can it be improved?

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X-Tag

• Select a X-Tag leader

• Identify what is not needed

• Attach X-Tag

• Move to holding area

• Determine time to hold

• Move to facility holding area

• Tag all Safety problems

X-Tag

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• Never used

• Once or twice a year

• Once a month

• Once a week

• Once a day or more

• Give, sell, or throw away

• Store in a distant place

• Store in the facility

• Store in the area

• Keep at the workplace or carry

How often is it used? What to do with it.

X-Tag Rule of Thumb

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X-Tag

Name:

Date: Removal Date

Location:

Reason for X-Tag:

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StabilizeThe Second S

Operator

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2nd S - Stabilize

• A place for everything and everything in its place

• outlines

• labels

• shadow boxes

• Designated responsibilities

• color coded maps

• X-Tag leaders

• Make everything easy to find, use, and return

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Does this look well stabilized?

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Outlines or Footprints

A little out of place

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The Third S

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3rd S - Shine

• Cleaning is inspection

• Make cleaning everyday work

• Assign responsibilities

• color coded maps

• rotate cleaning responsibilities

• Utilize downtime & help others

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Is This Your Locker Room?

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Before and After

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A well shined facility

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A well shined facility

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StandardizeThe Fourth S

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4th S - Standardize

• X-Tag procedures

• Holding areas

• Cleaning procedures

• Location of items

• Operating procedures

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A Place For Everything

Even rags, gloves, and trash

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A Place For Everything

Every item has a place, is labeled, and color coded

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Communicating What Goes Where

Simple but effective

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SustainThe Fifth S

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5th S - Sustain

• Make it a habit

• It takes doing something 21 times before it becomes a habit

• Proper training and communication

• Inform all employees (especially new ones)

• Support and cooperation from everyone

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Visual Ranges Make It Easier to Sustain

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Visual Ranges Make It Easier to Sustain

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Sustain

Everyone needs to do their part to keep things where and how they belong

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5S’S

• Sort• X - Tag• Keep what is needed

• Stabilize• A place for

everything• Everything in its

place

• Shine• Cleaning is inspection

• Standardize• Rules for the first 3 S’s

• Sustain• Make it habit• Cooperation

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CATEGORY ITEM Yes No OBSERVATIONSHave unnecessary items been X-tagged?Are items neatly arranged?Are walkways/work areas clearly outlined?Are designated areas marked for incoming material?

SORT Are materials located in designated areas?(Organization) Are designated areas marked for outgoing material?

Is outgoing material located in designated area?Are information boards orderly?Is indicated information found?Is information current?Do excess materials have a specific location?Are excess materials in their location?Is there a place for everything?Is everything in its place?

STABALIZE Is it easy to see what belongs where?(Orderliness) Are things put away after use?

Are tools organized and located in specific place?Are only red containers being used for scrap?Is rejected material properly identified?Is rejected material stored in a designated area?Is process scrap located in separate containers?Is defective material located in separate containers?Are sort and stabilize complete?Are work areas clean?Are aisles clear?Are tools clean?Is any material found on the floor?Is equipment clean?

SHINE Do machines show evidence of old oil leaks?(Cleanliness) Is cell inventory correctly identified?

5S Checklist

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5S Checklist

• Audits performed for 5S’s

• Visual display of current standings and progress

• Emphasis on Sustaining

5S Audit

Points Needing Attention

7

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5S Supportive Strategies

• Color coding

• Point of use

• Safety

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Color coding things is a fast, easy way to separate different items and to visually determine if something is misplaced

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Visual Management

Scrap

- Manufacturing scrap

- Tubing

- Mixed scrap-banding, cold rolled, stainless

- Process scrap

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Examples

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Examples

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Color Coded Scrap Hoppers

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Part Color Coding

Different color for each part number Colors correspond to colors of:

work units tooling gages fixtures settings

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Color Coded Dies

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Point of Use

• Tools

• Parts disposal

• Operating procedures

• Lock-out instructions

• Materials/Finished goods

• Information

Looking For Tools

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Point of Use

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Point of Use

Not enough room to store at the point of use, so make them mobile

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Visual Management

Point of Use

Fixtures rotate so they take up less space and are kept at the point of use

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Point of use

Information

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Safety: The 6th - S

Is of great concern when considering workplace organization

and the 5S’s

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Safety

Color coded guards and labeling

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Sufficient Room to Exit the Work Unit

One small exit for up to 9 operators

Exit

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Safety

Well labeled, but what keeps people out of coils?

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Safety

Color coded and visual

-easily accessible?

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Safety

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WPO Exercise

• 5S and WPO checklist

• X - Tag

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X-Tag

Name:

Date: Removal Date

Location:

Reason for X-Tag:

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X-TAG REPORT OUTAREA STUDIED: TEAM:DATE: PAGE: of

Name Item Quantity Reason for X-Tag RemovalDate

Cost

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5S CHECKLIST

Instructions: Take a look around the work area and do a visual inspection. As you do theinspection place a check mark in either the “OK” column or the “NOT OK” column. Then place anumerical value in the “POINTS” column. Scores should be from 1 to 3, as follows:

1 = non-existent, the team has made no progress in this area.2 = progressing, work has been done on this but the team lacks the discipline.3 = implemented, being done on a regular basis.

Please make any necessary comments in the “OBSERVATIONS” column.

CATEGORY ITEM OK NOT OK POINTS OBSERVATIONSHave unnecessary items been X-tagged?Are items neatly arranged?Are walkways/work areas clearly outlined?Are designated areas marked for incomingmaterial?

SORT Are materials located in designated areas?(Organization) Are designated areas marked for outgoing

material?Is outgoing material located in designatedarea?Are information boards orderly?Is indicated information found?Is information current?Do excess materials have a specificlocation?Are excess materials in their location?

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5S Audit

Points Needing Attention

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Visual Management

Module 3

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Phase 2 of Visual Management is …

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The 2nd Phase is Visual Display

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Are we ready for Visual Display ?

Before Visual Display... Implement

5 S

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Phase 2: Visual Display

Definition:

A method to visually communicate important information in the workplace

Information regarding:

• Safety

• Quality

• Operations

• Equipment

• Work Environment

• Progress / Achievements

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Benefits of Visual Display

• Makes work safer and easier

• Communicates information about performance

• Makes standards visible

• Makes problems recognizable

• Creates a shared knowledge base

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Visual Display tells others…

what is important to our company.

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Types of Visual Display

Begin implementing Visual Display with:

• Designated Locations

• Indicate danger; Set limits; Make work easier

• Information Boards

• Work Instructions

• Checklists

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Start with Designated Locations

Designated Locations:

• Indicate danger

• Set limits

• Tell us what, where, and how

many

Designated Locations are the first type of Visual

Display to be implemented

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Designated Location Example

This location is

exclusively for

fire safety

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Components Kanban: What, Where, and How many

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Floor Labeling Example

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Would you pay for a dozen eggs ?

Eggs Grade A

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Egg Carton Display

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Designated Location Guidelines

• Determine appropriate location for all needed items

• Designate locations for type and correct number (quantity) of needed items

• Post visual indicators

• Create ways to recognize at-a-glance when items are out of place

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Mobile cart provides designated location and point of use flexibility

Could this idea

make work

easier for anyone

in your plant ?

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Make Visual Displayeasy, convenient, manageable

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Other types of Visual Display

Work Instructions

Information Board

T P M Checklist

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Visual Work Instructions

What do size and placement of work instructions tell us ?

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Product Boundary Sample Display

• Increases quality awareness

• Reduces variation

• Useful training aid

• Creates pride in products made

Need a new example of Boundary Sample!!!!

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Raw Material Boundary Samples

• Set quality standards

• Operators make quality decisions

• Create shared product knowledge

Use photos when actual samples are not practical

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Information Board Examples

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Information Boards

• What is the focus of this information board ?

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20 Keys of Continuous Improvement Work Unit

1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 202

Goal

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Information Board Guidelines

• Work Unit determines what will be displayed

• Make information easy to read and understand

• Always post information in same location

• Keep the focus clear; don’t overload info

• Keep information current

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Other Types of Visual Display

• Status Boards

• Product Displays

• Storyboards / Pictures

• Electronic Marquees

Business Unit Display

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The best visual displays are easy to understand

Symbols

• are easily understood

• give immediate status

• engage viewer’s attention

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Symbols make status visible andeasy to understand

What other information might be useful here ?

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What do these symbols tell us?

P1 Device

CAPABILITYMachine NumberMachine TypeRestudy DatePerson Responsible

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Pictures Display Before and After

Improvements are easily documented with pictures

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TPM Before and After ( Storyboards )

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To add impact

to visual displays,

relate items to

a cost.

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Product display for waste awareness

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Using Visual Display to show operating supplies cost

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Product Display Example

Display used as a problem-solving tool

Sample

assemblies

are added

to display

every 2 hours

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Team decision-making tools

How do balance boards and cross training charts become team decision making tools ?

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25%Able to processw/ direction

50%Able to processw/out direction

100%Able to train entire process

Employee Name

Skills Assessment

James

Jerry

Dawn

75%Able to processand problem solve

Cross Training Chart

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Everyone knows,“Safety is our Top Priority”

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Lost Time Accidents

• Goal is “Zero Accidents”

• Always keep displays up to date

• Changing the display daily focuses our attention on safety -daily

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Lighted displays capture attention

What audio warnings exist for safety concerns?

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These standard lighted displays provide …

• Consistency

• Easy visibility

• Status at a glance

• Problem recognition

• Team encouragement

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Marquee Information Display

What are other good uses for marquee displays ?

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Visual Displays asAs Voice to our Visitors

• Share success stories

• Recognize team

achievements

• Communicate pride in our

work

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Team Territory

This area is the team’s domain, but it is seen by all

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Team Territory is a place to ...

• hold shift startup meetings

• identify the team

• exhibit products made

• be managed by the team

• communicate team goals

• display team accomplishments

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• A daily working session at the start-up of the shift that’s: A daily working session at the start-up of the shift that’s:

• Short, every day, each shift and in each work unitShort, every day, each shift and in each work unit

• A consistent method to communicate essential information A consistent method to communicate essential information

• A way to accelerate the dissemination of essential information A way to accelerate the dissemination of essential information

• A daily discipline that helps improve team performance daily A daily discipline that helps improve team performance daily

• An opportunity to refer to and update the Primary Visual Display An opportunity to refer to and update the Primary Visual Display

• A essential tool to help create & maintain team involvementA essential tool to help create & maintain team involvement

Daily shift start-up meetings are the place to communicate and share news and information.

Shift Start-Up Meetings

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• The meeting is short and very focused The meeting is short and very focused

• 10 minutes maximum10 minutes maximum

• Centered on daily issues and activities Centered on daily issues and activities • Meeting held with entire team and facing the Primary Visual DisplayMeeting held with entire team and facing the Primary Visual Display

• Participants stand during the meetingParticipants stand during the meeting• Team members take turns being the facilitatorTeam members take turns being the facilitator

• Initially this is led by supervision Initially this is led by supervision

• Note: Could be up to a month until the team is confident with what to do and natural Note: Could be up to a month until the team is confident with what to do and natural leadership begins to emerge – still, it’s important to give everyone an opportunity to leadership begins to emerge – still, it’s important to give everyone an opportunity to facilitate the meeting and supervision often continues to participate to offer support, facilitate the meeting and supervision often continues to participate to offer support, help remove obstacle and roadblocks and stay in tune with issues. help remove obstacle and roadblocks and stay in tune with issues.

• Team records decisions, actions & next steps on Primary Visual DisplayTeam records decisions, actions & next steps on Primary Visual Display

• No formal/Computerized report writing desirable or necessaryNo formal/Computerized report writing desirable or necessary• Other discussions should happen outside this meetingOther discussions should happen outside this meeting

Shift Start-Up Meetings

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Common Territory

Shared Territory

Provide teams the territory they need to succeed

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C a t h e r i n e M c T a r s n e y

A n g i e F r e e m a n

D o u g l a s H u t c h e r s o n

D a v i d T h o m a s

T r a v i s B u r t o n

1 0 / 2 2 P h i l l i s B u r r i s

T i m o t h y S n e e d

L o r i S m i t h e r

T o n y a J o n e s

W a r r e n B e e l e r

R a n d y F i s h e r

1 0 / 2 3 D e b b i e W a r d

Q U O T E S O F T H EW E E K :

“ I f y o u f e e l d o g t i r e d ,m a y b e i t i s b e c a u s e y o u h a v eg r o w l e d a l l d a y ”

“ A l i t t l e k i n d n e s s m a y m o l d afi n e c h a r a c t e r . ”

U N I T E D W A YW I N N E R - T V

O n O c t o b e r 1 0 t h , t h e w o r k e r s i n v o l v e di n t h e U n i t e d W a y - P a c e s e t t e rC a m p a i g n a t t h e F r a n k l i n P l a n t , w e r ep r e s e n t f o r d i s c u s s i o n o f t h i s y e a r ' sU n i t e d W a y d r i v e . T h o s e p r e s e n td i s c u s s e d i d e a s f o r f u t u r e a c t i v i t i e s i nt h e U n i t e d W a y p r o g r a m a t t h i s P l a n t ,a n d w e a l l w i s h t o T h a n k t h o s e t h a ts i g n e d u p o r i n c r e a s e d t h e c o n t r i b u t i o nt o t h e U n i t e d W a y D r i v e .T h e h i g h l i g h t o f t h e l u n c h m e e t i n g w a st h e d r a w i n g f o r t h e C o l o r T V s e t t h a tw a s a w a r d e d t o a " C o n t r i b u t o r " , t o t h i sy e a r s p r o g r a m . T h e l u c k y w i n n e r w a s :K e i t h R . P a r k - f r o m F P O S e c o n d S h i f t( p i c t u r e d a b o v e , r i g h t , w i t h F a c i l i t y M a n a g e r , B o bE l l i o t t ) C o n g r a t u l a t i o n s K e i t h ! ! ! ! !

Plant newspapers

provide excellent

opportunities

for recognition of

employees !

Extra ! Extra ! Extra !

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Customer / Supplier Information

• What do we produce?

• What is it used for / on?

• Who do we contact if we have problems?

• Who supplies our materials?

• Where do our finished goods go?

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Customer / Supplier Display

What is being produced here?

Where is the product used?

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Exhaust assembly display with vehicle application

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How to implementVisual Display

• Identify subject to focus on

• Identify problems or success associated with the subject

• Identify the audience for visual display

• Choose the best location for the display

• Develop and test the display

• Improve, finalize, and implement the display

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Review: Does your visual display offer these

benefits?

• Communicate information about performance

• Make standards visible

• Makes problems recognizable

• Make work safer and easier

• Recognize an achievement

• Creates a shared knowledge base

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Remember...Your Visual Displays tell others...

what is important to ourcompany!

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Visual Management

Module 4

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Phase 3 of Visual Management is …

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The 3rd Phase is Visual Measures

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Visual Measures

In this module we will discuss:

• Using the data we collect

• Seeing is believing

• Measurement tools

• Effective data display

• BOS Charting

• How to develop meaningful measures

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Why do we use measurement data?

• To make more informed

decisions about our

operations

• To keep management

and shop floor

associates informed of

progress

If you are not going to use data, don’t collect it!

• To drive and fine-tune our

improvement activities

• To educate the plant

community

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Seeing is believing !

• Effective analysis requires effective reporting

• How we report and display data will affect how we think about it

I should haveimplemented this idea sooner!

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Lasting Impressions

To increase the impact of information:

• Make it sensory; use pictures, charts, sample products, and audio sounds that involve the audience

• Use examples and comparisons

• Make data speak; keep it visually appealing

• Don’t forget, “Keep it simple”

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To make data displays effective...

• Involve users in the measurement

• Provide the results to people who can act on them

• Present results in the most appropriate form for the audience

• Link results with improvement activities

• Report data immediately; date it; keep it current

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What do we measure ?

Uptime /Downtime

P P M ProcessCapability

SupplierQuality

Lost TimeAccidents

Floor Space

Manufacturing Scrap

Changeover Time

CrossTraining

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The Standards

Company recommends these standard measurement

tools be used to:

• Indicate status

• Collect data

• Solve problems

• Measure performance

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Company Standard Measurement Tools and Indicators

• Changeover Clock

• Production Counters

• Error Proof Symbols

• P.I. Indicator

• Lost Time Accidents

• 5 S Audit

• Downtime Clock

• Process Capability Logo

• Bottleneck Symbols

• Current Part Running

• Limbo Bars

• BOS Charts

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To increase information value . . .

• Insure data accuracy

• Put information in graphic form

• Place it where the work gets done

• Use it often to track improvements

• Keep it current

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Visual Production Counters

Visual production counters help us:

• Keep accurate counts• Make goals visible• Detect production

abnormalities • Satisfy customers

Goal / Actual / + or -

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Downtime / Product Count Example

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5S CHECKLIST

Instructions: Take a look around the work area and do a visual inspection. As you do the inspectionplace a check mark in either the “OK” column or the “NOT OK” column. Then place a numericalvalue in the “POINTS” column. Scores should be from 1 to 3, as follows:

1 = non-existent, the team has made no progress in this area.2 = progressing, work has been done on this but the team lacks the discipline.3 = implemented, being done on a regular basis.

Please make any necessary comments in the “OBSERVATIONS” column.

CATEGORY ITEM OK NOT OK POINTS OBSERVATIONSHave unnecessary items been X-tagged?Are items neatly arranged?Are walkways/work areas clearly outlined?Are designated areas marked for incomingmaterial?

SORT Are materials located in designated areas?(Organization) Are designated areas marked for outgoing

material?Is outgoing material located in designatedarea?Are information boards orderly?Is indicated information found?Is information current?Do excess materials have a specificlocation?Are excess materials in their location?

5 S Audit Tools

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Is there a visual measure of our Customer Satisfaction ?

• Collect customer satisfaction data

• Display it where everyone sees it

• Keep track of progress

• Highlight special achievements / awards

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Safety First ! Always.

• Make safety records visible

• Perform regular safety audits

• Display lost time injuries / accidents

• Keep track of where, when, why, and how accidents occur

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The Versatile BOS Chart

The BOS Chart can wear

many hats:

• Visual display

• Problem solving tool

• Progress indicator

• Assign responsibilities

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Follow these steps to use BOS for Visual Measures

The best reason to include BOS Charting with measure

displays is because BOS requires action !

Key Measurable

Data Analysis

Improvement Activities

Improvement Tracking

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25 50

10075

TREND LINE SUGGESTIONS

DATE:_______________

25 50

10075

25 50

10075

25 50

10075

25 50

10075

25 50

10075

25 50

10075

25 50

10075

Ref # Suggestions RespCompDate%Comp

Ref # Description

IMPROVEMENT TRACKINGANALYSIS (PARETO)

BOS Key MeasurableLINE:________________

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Step 1Involve users in the measurement

Team members collect data; track numbers:

• Total product produced

• per hour, per shift, per day, per week, etc.

• Average time to produce one unit

• PPM - number of defects

• Scrap - percentage of total produced

• Changeover time

• Downtime / Uptime

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Step 2Team determines what to BOS Chart

• Something needing

improvement

• Team has control

• Important to customer

• Important to our company

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Step 3Team members update BOS

• Use team meeting to study data

• Team plans improvement activities

• Everyone participates

• Computers not required

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Step 4Make BOS results visible at the Work Unit

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To develop Visual Measuresdecide . . .

• What needs to be measured ?

• Who is the user / audience ?

• How often do we take the data ?

• Who will do the tracking ?

• How will we display data so that it speaks ?

• Where do we best locate the display ?

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Reality Check for Measures

Answer these four questions about the measures you use:

• Are they simple and easy to use?

• Do they change over time?

• Do they provide rapid feedback?

• Do they foster continuous improvement?

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VISUAL DISPLAY & MEASURES AUDIT1. For each item listed fill in an observation to indicated whether or not the work group is currently working on this.2. If there are any changes desired please indicate those in the “Desired Changes” column.3. In the column labeled “Priority” indicate if the change can be implemented in:

1) 36 Hours2) 5 Days3) 2 Weeks

4. Fill in any additional items that are observed in the work area and fill in all categories.

ITEM OBSERVATION DESIRED CHANGES PRIORITYChangeover Clock Dedicated Line-clock is not

neededRedistribute the clock to a needy cell 1

P.I. Indicator

Production Counters

Changeover Graph

Bottleneck Operation

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Module 5

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The 3rd Phase is Visual Measures

The 4th Phase is Visual Management

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Visual Management

Using the information provided by visuals to make informed and proper decisions or judgements daily.

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Vision

The Visually Managed Factory is:

A workplace that is easily understood by all. Anyone could walk into a work unit and at a ‘glance’ understand the

status of that work unit, what is waste or abnormal, and where improvements are needed.

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Vision

If you walked into a work unit or facility on Sunday.

No one is around and nothing is running. Would you be able to understand the status of that work unit?

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Visual Management

• Status

• Distinguish between what is and is not normal

• Make waste and abnormalities obvious to everyone

• Constantly uncover needs for improvement

• Help make each persons job easier

• Involve everyone

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Status at a Glance

What information do we need to know?

• Is it?

• easily visible

• consistent throughout the facility or business unit

• current

• USEFUL

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Visual Management For:

• Workplace

• Safety

• Operations

• Equipment

• Quality

• Storage

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Status at a Glance

• Production counters

• Downtime/Uptime clocks

• Change-over clocks

• BOS charts

What do certain visuals communicate and how do we use them to manage?

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Status at a Glance

What do certain visuals communicate and how do we use them to manage?

•Safety

•PPM

•Scrap

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The following are some examples of these visuals or

measures.

•What do they communicate to us?

•How do they communicate it?

•What judgements or decisions do they help us to

make?

Visual Management

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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Needs for Improvement

Knowing very little about these facilities,

with the simple visuals we just looked at,

we were able to make some suggestions

for possible improvements.

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Needs for Improvement

• Utilize these visuals to make improvements and suggestions for improvements during:

• EI meetings

• Shift Start Up Meetings

• Downtime

• ALL the Time

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Standard Work Tools

Balance boards and equipment layouts are used to:

• Level work loads

• Make our jobs easier

• Processes better and more efficient

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Standard Work Tools

What does this tell us?

How would you use this to manage?

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25%Able to processw/ direction

50%Able to processw/o direction

75%Able to process& problem solve

100%Able to train otherson entire process

Pla

nt M

ater

ial I

nven

tory

Inte

r-P

lant

Tra

nsfe

rs (O

n-Li

ne)

Rad

io F

requ

ency

(RF)

Trak

ker S

cann

er (I

RL)

Haz

ardo

us M

at’l

Inve

ntor

y

Pla

nt B

atch

Rep

ortin

g

Employee Name

Skills Assessment

Kan

ban/

Sin

gle

Sca

n

Div

isio

n Ite

m

Inve

ntor

y B

ar C

ode

Inve

ntor

y R

ecei

ving

Joe

Bob

Betty

Cross Training Chart

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Designated Areas of Responsibility

• Color coded maps

• Who does what?

• How often do they do it?

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Red Box Scrap

• Separates non-conforming materials from product flow

• Gives a definite point for stopping the line and taking corrective action

• Promotes visual awareness of repetitive defects

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Red Box Scrap

• Are there less than 6 total or 3 identical parts in the box?

YES - continue production

NO - stop production and take corrective actions

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Red Box Scrap

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Control Ranges

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Error Proofing Program

P1 Device(Green)

An Error Proofing device that PREVENTS an error from occurring

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P2 Device(Purple)

An Error Proofing device that DETECTS an error in time to allow rework and prevents further errors of the same type

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P3 Device(Blue)

An Error Proofing device that detects a defect and ELIMINATES IT FROM THE FLOW of good products

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Process Capability

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Characteristic

Po

ten

tial

Stu

dy

Lo

ng

Ter

m

Stu

dy

Cp Cpk Study Date

Capable

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Characteristic

Po

ten

tial

Stu

dy

Lo

ng

Ter

m

Stu

dy

Cp Cpk Study Date

Not Capable

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Visual Management

Are WE Hitting the Target?

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Do Our Visuals:

• Give you the information needed to make proper decisions?

• Make abnormalities and problems obvious?

• Promote communication and employee involvement?

• Make everyone's jobs easier?

• Recognize achievements and improvements?

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The Visual Management Check List and Implementation

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THE VISUAL FACTORY CHECKLIST

ATEGORY ITEM YES NOChangeover tools are within reachTooling is well organizedMachines and equipment are clean and paintedUnnecessary items are clearedWorkplace organization and orderliness

5S Aisles are well marked and clearThere is a place for everything and everything in its placeHousekeeping responsibilities are assignedDisciplined approach to clean work areaAll bins are labeled and no parts are on the floorAll personal items are stored in lockersMethod to identify hold and reject partsSupplier defects are segregatedBusiness Unit/department display visibleCell displays conform to the unit/department standardsUsing standard changeover clockPart counter displayedDowntime clock in useRed box scrap method in useWork instructions displayed at the point of useMin/Max Limbo bars for inventoryCurrent part number and next part number displayedKanban system in useKanban system for MROKanban system for ToolingFirst piece displayedBoundary Sample board

VISUAL Customer/Supplier information displayedDISPLAY Bottleneck machines are identified

Bottleneck cycle time is on the balance boardChangeover signal to synchronize cellChangeover stock staging area for fast changeoverError proofing devices are on the PM checkATPM boards using tags and action status in each cellCumulative downtime clock displayed in each cellProper lighting and air handlingCell number, customer and product posted at each cellEmployee information board is in a standard formatKey measures are trended and up to dateTeam project display with before/after/future picturesDefects are displayed with arrows and action plansSafety rules are posted and followedColor coding and symbols are used for quick identification

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THE VISUAL FACTORYIMPLEMENTATION PLAN

Implementation Objectives:1. Begin immediately and involve all cell members.2. Capture before condition.3. Identify areas of greatest opportunity.

Activities Week 1: Responsible:




Key Support People:

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End of Visual Management

"Visual management & 5S " in Lean T.P.S (Workshop slides)

Automotive

Transcript of "Visual management & 5S " in Lean T.P.S (Workshop slides)