Zeeshan Syed

Visual Management

Visual
Management

QUICK
SET-UP

Zeeshan Syed
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

Visual Management Goals

Make everyones 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

Zeeshan Syed
Visual Management

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
Lets 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

WPO

People

Process

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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Visual Management

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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Visual Management

Two Tools of Visual Management

Displays

Controls

To make staff aware of

related data and
information
charts, graphs etc

To guide the action of

staff members sign
boards, dos and
donts signs

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Visual Management

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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Visual Management

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

Visual Management

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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Visual Management

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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Visual Management

The 4 Phases to Visual Management

Visual
Management

Visual Measures
Visual Display
Workplace Organization
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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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Visual Management

Why use standards ?

Workplace standards offer
these benefits:
Universally understood
Assure quality and consistency

ALTO

Eliminate variation
Make abnormalities apparent

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Visual Management

How many of these standards are

standard in your plant ?

STANDARD
CHANGEOVER
CLOCK

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Visual Management

How many of these standards are

standard in your plant ?

RED BOX SCRAP

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Visual Management

How many of these standards are

standard in your plant ?

TPM
BOARD

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Visual Management

How many of these standards are

standard in your plant ?

DOWNTIME / PRODUCTION DISPLAY

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Visual Management

How many of these standards are

standard in your plant ?

B O S CHART

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Visual Management

Visual Management
Module 2

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Visual Management

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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Visual Management

SSS
SS
5SS

Sort
Stabilize
Shine
Standardize
Sustain

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Visual Management

Sort

The First S

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Visual Management

First S - Sort

Keep what is needed

Eliminate what is not

Identify what is out of place

X - Tag

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Visual Management

Dark Corners and Healing Walls

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Visual Management

Sort

Here Is A Good Example

How can it be improved?

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Visual Management

X-Tag
Select a X-Tag leader
Identify what is not needed
Attach X-Tag
Move to holding area
Determine time to hold

X-Tag

Move to facility holding area

Tag all Safety problems
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Visual Management

X-Tag Rule of Thumb

How often is it used?

What to do with it.

Never used

Give, sell, or throw away

Once or twice a year

Store in a distant place

Once a month

Store in the facility

Once a week

Once a day or more

Store in the area

Keep at the workplace or carry
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Visual Management

X-Tag
Name:
Date:

Removal Date

Location:
Reason for X-Tag:

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Stabilize

The Second S

Operator
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Visual Management

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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Visual Management

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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Visual Management

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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Visual Management

Is This Your Locker Room?

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Visual Management

Before and After

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Visual Management

A well shined facility

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A well shined facility

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Standardize
The 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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Visual Management

A Place For Everything

Even rags, gloves, and trash

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Visual Management

A Place For Everything

Every item has a place, is labeled, and color

coded
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Visual Management

Communicating What Goes Where

Simple but effective

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Visual Management

Sustain

The Fifth S

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Visual Management

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 Management

Visual Ranges Make It Easier to Sustain

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Visual Management

Sustain

Everyone needs to do their part to keep things where

and how they belong
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Visual Management

5SS

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 Ss
Sustain
Make it habit
Cooperation

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Visual Management

5S Checklist
CATEGORY

ITEM
Have 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?

Yes No

OBSERVATIONS

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Visual Management

t
s
i
l
k
c
e
h
C
5S
5S Audit
Audits performed for 5Ss
Visual display of current
standings and progress
Emphasis on Sustaining

Points Needing Attention

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Visual Management

5S Supportive Strategies

Color coding
Point of use
Safety

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Visual Management

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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Visual Management

Color Coded Scrap Hoppers

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Visual Management

Part Color Coding

Different color for each part number
Colors correspond to colors of:
work units
tooling
gages
fixtures
settings

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Visual Management

Color Coded Dies

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Visual Management

Point of Use
Tools
Parts disposal
Operating procedures
Lock-out instructions
Materials/Finished goods
Information

Looking For Tools

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Visual Management

Point of Use

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Visual Management

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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Visual Management

Point of use

Information
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Visual Management

Safety: The 6th - S

Is of great concern when
considering workplace organization
and the 5Ss

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Visual Management

Safety

Color coded guards and labeling

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Visual Management

Sufficient Room to Exit the Work Unit

Exit

One small exit for up to 9 operators

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Visual Management

Safety

Well labeled, but what keeps people out of

coils?
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Visual Management

Safety

Color coded and visual

-easily accessible?

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Visual Management

Safety

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Visual Management

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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Visual Management

X-TAG REPORT OUT

AREA STUDIED:
DATE:
Name

TEAM:
PAGE:
Item

Quantity

of
Reason for X-Tag

Removal Cost
Date

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Visual Management

5S CHECKLIST
Instructions: Take a look around the work area and do a visual inspection. As you do the
inspection place a check mark in either the OK column or the NOT OK column. Then place a
numerical 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
Have 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?

OK

NOT OK POINTS OBSERVATIONS

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Visual Management

5S Audit

Points Needing Attention

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Visual Management

Module 3

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Visual Management

Phase 2 of Visual Management is

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Visual Management

How do we create Visual Management?

One phase at a time...

The 2nd Phase is

The 1st Phase is

Visual Display
Workplace Organization
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Are we ready for Visual Display ?

Before Visual
Display...

Implement

5S
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Visual Management

Phase 2: Visual Display

Definition:

Information regarding:
Safety

A method to visually
communicate
important information
in the workplace

Quality
Operations
Equipment
Work Environment
Progress / Achievements

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Visual Management

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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Visual Management

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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Visual Management

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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Visual Management

Designated Location Example

Components Kanban: What, Where, and How many

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Visual Management

Floor Labeling Example

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Visual Management

Designated Location Example

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Would you pay for a dozen eggs ?

Eggs

Grade A

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Visual Management

Designated Location Example

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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Visual Management

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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Visual Management

Make Visual Display

easy, convenient, manageable

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Visual Management

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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Visual Management

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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Visual Management

Information Board Examples

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Visual Management

Information Boards
What is the focus
of this
information
board ?

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Performance Level

1
2
3
4
5
6
7
8

Quick Changeover

Management of Objectives

Quality Assurance Approach

Preventive Maintenance

Delivery Performance

Skill Versatility & Cross-Training

Knowledge Utilization

Supplier Development

Employee Commitment

Quality System

Work Standards

Production Scheduling

Coupled Manufacturing

Problem Solving & Avoidance

Process Capability & Control

Management at a Glance

Current

BEST IN CLASS
5

WORLD CLASS
4

LEADING
3

LEARNING
2

TRADITIONAL
1

9 10 11 12 13 14 15 16 17 18 19 20

Performance Level

Goal
Environmental Management

Team Meetings & Activities

Cleaning -Organizing

Safety

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Visual Management

20 Keys of Continuous Improvement

Work Unit

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Performance Level
5

BEST IN CLASS

WORLD-CLASS

LEADING

1 2
3 4
5 6 7
8 9 10 11 12 13 14 15 16 17 18 19 20
4

LEARNING
2

TRADITIONAL
1

Performance Level

Goal

Best Place To Work

Environment

Valuing Continuous Improvement

People Supportive Practices

C I Tool Utilization

Supplier Development

External Customer Focus

Team Recognition

Internal Customer Focus

New Product/Process Introductions

Idea Implementation

Problem Avoidance

Team Building / Teamwork

Managing Change

Learning & Personal Skills Development

Communication

Objectives/Improvement Planning

Vision & Executive Sponsorship

Leadership

Safety/Health

Current

20 Keys of Site
Excellence
Zeeshan Syed

Visual Management

11-8
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Visual Management

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; dont 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 viewers attention

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Visual Management

Symbols make status visible and

easy to understand

What other information might be useful here ?

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Visual Management

What do these symbols tell us?

CAPABILITY
Machine Number
Machine Type

P1 Device

Characteristic

Potential
Study
Long Term
Study

Restudy Date
Person Responsible

Cp

Cpk

Study Date

Capable
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Visual Management

Pictures Display Before and After

Improvements are easily documented with pictures

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Visual Management

TPM Before and After ( Storyboards )

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Visual Management

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

Sample
assemblies
are added
to display
every 2 hours

Display used as a problem-solving tool

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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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Visual Management

Cross Training Chart

25%
Able to process
w/ direction

50%
Able to process
w/out direction

75%
100%
Able to process
and problem solve Able to train entire process

Skills Assessment
Employee Name

James
Jerry
Dawn

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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 as
As 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 teams 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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Shift Start-Up Meetings

A daily working session at the start-up of the shift thats:

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

A consistent method to communicate essential information
A way to accelerate the dissemination of essential information
A daily discipline that helps improve team performance daily
An opportunity to refer to and update the Primary Visual Display
A essential tool to help create & maintain team involvement
Daily shift start-up meetings are the place to communicate and
share news and information.
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Shift Start-Up Meetings

The meeting is short and very focused

10 minutes maximum
Centered on daily issues and activities
Meeting held with entire team and facing the Primary Visual Display

Participants stand during the meeting

Team members take turns being the facilitator

Initially this is led by supervision

Note: Could be up to a month until the team is confident with what to do and natural
leadership begins to emerge still, its important to give everyone an opportunity to
facilitate the meeting and supervision often continues to participate to offer support,
help remove obstacle and roadblocks and stay in tune with issues.
Team records decisions, actions & next steps on Primary Visual Display

No formal/Computerized report writing desirable or necessary

Other discussions should happen outside this meeting

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Provide teams the territory they need to succeed

Common Territory

Shared Territory

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Extra !

Extra !

Extra !

PRODUCTION PRESS
ARVIN EXHAUST - FRANKLIN PLANT
FLOWER - Cosmos

October 17, 1997

BIRTHSTONE - Opal

Happy Birthday
10/ 17

Audrey Lucas

10/ 18

Lula Vandeventer
Siberto Gonzales

UNITED WAY
WINNER - TV

David Koons
James Patton
10/ 19

Judy Hicks

10/ 21

Larry Burton

Plant newspapers
provide excellent
opportunities

Catherine McTarsney
Angie Freeman
Douglas Hutcherson
David Thomas
Travis Burton
10/ 22

Phillis Burris
Timothy Sneed
Lori Smither
Tonya Jones
Warren Beeler
Randy Fisher

10/ 23

Debbie Ward

QUOTES OF THE
WEEK:
If you feel dog tired,
maybe it is because you have
growled all day
A little kindness may mold a
fine character.

On October 10th, the workers involved

in the United Way - Pacesetter
Campaign at the Franklin Plant, were
present for discussion of this year's
United Way drive. Those present
discussed ideas for future activities in
the United Way program at this Plant,
and we all wish to Thank those that
signed up or increased the contribution
to the United Way Drive.
The highlight of the lunch meeting was
the drawing for the Color TV set that
was awarded to a "Contributor", to this
years program. The lucky winner was:
Keith R. Park - from FPO Second Shift

for recognition of
employees !

(pictured above, right, with Facility Manager, Bob

Elliott)

Congratulations Keith !!!!!

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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 implement
Visual 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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Visual Management

Phase 3 of Visual Management is

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Visual Management

How do we create Visual Management?

One phase at a time...

The 3rd Phase is

Visual Measures

The 2nd Phase is

Visual Display

The 1st Phase is

Workplace Organization
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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

To drive and fine-tune our

decisions about our

improvement activities

operations
To keep management

To educate the plant

community

and shop floor

associates informed of
progress

If you are not going to

use data, dont collect it!
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Seeing is believing !
I should have
implemented
this idea sooner!

Effective analysis requires

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

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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
Dont 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 ?
Cross
Training
PPM
Uptime /
Downtime

Lost
Time
Accidents

Process
Capability

Floor Space

Changeover
Time

Manufacturing
Scrap

Supplier
Quality

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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

Downtime Clock

Production Counters

Process Capability Logo

Error Proof Symbols

Bottleneck Symbols

P.I. Indicator

Current Part Running

Lost Time Accidents

Limbo Bars

5 S Audit

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

5 S Audit Tools

Instructions: Take a look around the work area and do a visual inspection. As you do the inspection
place a check mark in either the OK column or the NOT OK column. Then place a numerical
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
Have 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?

OK

NOT OK POINTS OBSERVATIONS

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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

Key Measurable

Data Analysis

requires action !
Improvement
Activities
Improvement
Tracking
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BOS Key Measurable

Visual Management

TREND LINE

SUGGESTIONS
Ref #

Suggestions

Comp
RespDate %Comp
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100

Ref #

ANALYSIS (PARETO)

Description

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Step 1
Involve 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 2

Team determines what to BOS Chart

Something needing
improvement
Team has control
Important to customer
Important to our company

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Step 3
Team members update BOS
Use team meeting to study data
Team plans improvement
activities
Everyone participates
Computers not required

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Step 4
Make BOS results visible at the Work Unit

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To develop Visual Measures

decide . . .
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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1. 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 Hours
2) 5 Days
3) 2 Weeks
4. Fill in any additional items that are observed in the work area and fill in all categories.
ITEM
Changeover Clock

OBSERVATION
Dedicated Line-clock is not
needed

DESIRED CHANGES
Redistribute the clock to a needy cell

PRIORITY
1

P.I. Indicator
Production Counters
Changeover Graph
Bottleneck Operation

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Module 5

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How do we create Visual Management?

One phase at a time...

The 4th Phase is

Visual Management

The 3rd Phase is

Visual Measures

The 2nd Phase is

Visual Display

The 1st Phase is

Workplace Organization
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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

Equipment
Quality

Operations

Storage

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Status at a Glance
What do certain visuals communicate and how do we use
them to manage?
Production counters
Downtime/Uptime clocks
Change-over clocks
BOS charts

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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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Visual Management
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?

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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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Cross Training Chart

Employee Name

75%
Able to process
& problem solve

100%
Able to train others
on entire process

Inv
ent
Ka
ory
nba
n/S
ing
le S
can
Inv
ent
ory
Ba
rC
ode
Inv
ent
ory
Re
cei
vin
Ra
g
dio
Fre
que
ncy
(RF
Tra
)
kke
rS
can
ner
(IR
Div
L)
isio
n It
em
Ha
zar
dou
sM
atl
Inv
Inte
ent
ory
r-P
lan
t Tr
ans
fers
Pla
( On
nt B
-Lin
atc
hR
e)
epo
rtin
g

Skills Assessment

50%
Able to process
w/o direction

Pla
nt M
ate
rial

25%
Able to process
w/ direction

Joe
Bob

Betty

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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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Error Proofing Program

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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Error Proofing Program

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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CAPABILITY
Machine Number
Machine Type

Study

Study

Long Term

Characteristic

Potential

Restudy Date
Person Responsible

Cp

Cpk

Study Date

Capable
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CAPABILITY

Machine Number
Machine Type

Study

Study

Long Term

Characteristic

Potential

Restudy Date
Person Responsible

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

5S

VISUAL
DISPLAY

ITEM
Changeover tools are within reach
Tooling is well organized
Machines and equipment are clean and painted
Unnecessary items are cleared
Workplace organization and orderliness
Aisles are well marked and clear
There is a place for everything and everything in its place
Housekeeping responsibilities are assigned
Disciplined approach to clean work area
All bins are labeled and no parts are on the floor
All personal items are stored in lockers
Method to identify hold and reject parts
Supplier defects are segregated
Business Unit/department display visible
Cell displays conform to the unit/department standards
Using standard changeover clock
Part counter displayed
Downtime clock in use
Red box scrap method in use
Work instructions displayed at the point of use
Min/Max Limbo bars for inventory
Current part number and next part number displayed
Kanban system in use
Kanban system for MRO
Kanban system for Tooling
First piece displayed
Boundary Sample board
Customer/Supplier information displayed
Bottleneck machines are identified
Bottleneck cycle time is on the balance board
Changeover signal to synchronize cell
Changeover stock staging area for fast changeover
Error proofing devices are on the PM check
ATPM boards using tags and action status in each cell
Cumulative downtime clock displayed in each cell
Proper lighting and air handling
Cell number, customer and product posted at each cell
Employee information board is in a standard format
Key measures are trended and up to date
Team project display with before/after/future pictures
Defects are displayed with arrows and action plans
Safety rules are posted and followed
Color coding and symbols are used for quick identification

YES NO

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THE VISUAL FACTORY

IMPLEMENTATION PLAN

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Visual Management

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

Responsible:

Activities Week 2:

Responsible:

Activities Week 3:

Responsible:

Activities Week 4:

Responsible:

Key Support People:

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End of Visual Management

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