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VM001
Visual Management
QUICKSET-UP
Visual Management
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VM001
Visual Management
QUICKSET-UP
Agenda
Time Item
08:00 – 08:1008:10 – 08:2008:20 – 08:4008:40 – 09:1509:15 – 09:3009:30 – 10:4510:45 – 11:1511:15 – 11:4511:45 – 12:0012:00 – 12:4512:45 – 13:3013:30 – 14:1514:15 – 14:3014:30 – 14:4514:45 – 15:1515:15 – 16:00
16:00 – 16:3016:30 – 16:45
16:45
OpeningIntroductionsWhat is Visual Management?Workplace OrganizationBreakTeam Exercise: 5S X-TagTeam Report OutsVisual DisplayVisual MeasuresLunchTeam Exercise: Visual Display & MeasuresTeam Break outTeam Report OutsBreakVisual ManagementTeam Exercise: Area Assessment &Implementation PlanTeam Report OutsFeedbackAdjourn
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Visual Management
Module 1
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Introduction
Welcome, to the Visual Management Workshop !
In this Opening Module we will discuss:
• Goals and Objectives
• Benefits of the Visual Management
• 4 Phases of the Visual Management
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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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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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Brainstorming Exercise
Let’s think about things
as they are today. ..
Do we work in a visual
workplace ?
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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 Workplace Vision
Describe your vision of what the ideal workplace is like
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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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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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How many of these standards are standard in your plant ?
RED BOX SCRAP
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How many of these standards are standard in your plant ?
T P M
BOARD
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How many of these standards are standard in your plant ?
DOWNTIME / PRODUCTION DISPLAY
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How many of these standards are standard in your plant ?
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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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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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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Module 3
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Phase 2 of Visual Management is …
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How do we create Visual Management?
One phase at a time...
The 1st Phase is Workplace Organization
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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Designated Location Example
Components Kanban: What, Where, and How many
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Floor Labeling Example
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Designated Location Example
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Would you pay for a dozen eggs ?
Eggs Grade A
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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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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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Saf
ety
Cle
anin
g -O
rgan
izin
g
Tea
m M
eetin
gs &
Act
iviti
es
Env
ironm
enta
l Man
agem
ent
Man
agem
ent
at a
Gla
nce
Pro
cess
C
apab
ility
& C
ontr
ol
Pro
blem
Sol
ving
& A
void
ance
Cou
pled
Man
ufac
turin
g
Pro
duct
ion
Sch
edul
ing
Wor
k S
tand
ards
Qua
lity
Sys
tem
Em
ploy
ee C
omm
itmen
t
Sup
plie
r D
evel
opm
ent
Kno
wle
dge
Util
izat
ion
Ski
ll V
ersa
tility
& C
ross
-Tra
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g
Del
iver
y P
erfo
rman
ce
Pre
vent
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Mai
nten
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Qua
lity
Ass
uran
ce A
ppro
ach
Man
agem
ent
of O
bjec
tives
Qui
ck C
hang
eove
r
5
4
3
2
1
Pe
rfo
rman
ce L
evel
W O R L D C L A S S
B E S T I N C L A S S
L E A R N I N G
L E A D I N G
Pe
rfo
rman
ce L
evel
T R A D I T I O N A L
5
4
3
2
1
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
Current
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Sa
fety
/He
alth
Le
ad
ers
hip
Vis
ion
& E
xecu
tive
Sp
on
sors
hip
Ob
ject
ive
s/Im
pro
vem
en
t P
lan
nin
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Co
mm
un
ica
tion
Le
arn
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& P
ers
on
al S
kills
De
velo
pm
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t
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na
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ha
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ildin
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Te
am
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rk
Pro
ble
m A
void
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mp
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tatio
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rod
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In
tro
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rna
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sto
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ocu
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am
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on
Ext
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ust
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To
ol U
tiliz
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up
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on
tinu
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pro
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en
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En
viro
nm
en
t
Be
st P
lace
To
Wo
rk
5
4
3
2
1
Per
form
ance
Lev
el
W O R L D - C L A S S
BEST IN CLASS
L E A R N I N G
L E A D I N G
Per
form
ance
Lev
el
T R A D I T I O N A L
5
4
3
2
1
20 Keys of Site Excellence
1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 202
Goal
Current
11-8
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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
Characteristic
Po
ten
tial
Stu
dy
Lo
ng
Ter
mS
tud
y
Cp Cpk Study Date
Capable
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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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P R O D U C T I O N P R E S SA R V I N E X H A U S T - F R A N K L I N P L A N T O c t o b e r 1 7 , 1 9 9 7
F L O W E R - C o s m o s B I R T H S T O N E - O p a l
H a p p y B i r t h d a y1 0 / 1 7 A u d r e y L u c a s
1 0 / 1 8 L u l a V a n d e v e n t e r
S i b e r t o G o n z a l e s
D a v i d K o o n s
J a m e s P a t t o n
1 0 / 1 9 J u d y H i c k s
1 0 / 2 1 L a r r y B u r t o n
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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How do we create Visual Management?
One phase at a time...
The 1st Phase is Workplace Organization
The 2nd Phase is Visual Display
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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How do we create Visual Management?
One phase at a time...
The 1st Phase is Workplace Organization
The 2nd Phase is Visual Display
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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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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CAPABILITYMachine NumberMachine TypeRestudy DatePerson Responsible
Characteristic
Po
ten
tial
Stu
dy
Lo
ng
Ter
m
Stu
dy
Cp Cpk Study Date
Capable
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CAPABILITYMachine NumberMachine TypeRestudy DatePerson Responsible
Characteristic
Po
ten
tial
Stu
dy
Lo
ng
Ter
m
Stu
dy
Cp Cpk Study Date
Not Capable
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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:
Activities Week 2: Responsible:
Activities Week 3: Responsible:
Activities Week 4: Responsible:
Key Support People:
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End of Visual Management
