Visual Management

Visual Management

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

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

VISUAL FACTORYVISUAL FACTORY

SAFETYSAFETY

PRODUCTIVITYPRODUCTIVITY

QUALITYQUALITY

PRINCIPLES OF VISUAL MANAGEMENT

The Visual Management

In the visual workplace, anyone will easily know the:

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

within 5 minutes

The foundation ofcontinuous improvement

How do we create Visual Management?

Workplace Organization

The Visual Workplace

• is safe.• is clean and organized.• is easily understood. • is managed through involvement by all.• creates high quality products.• communicates progress.

Workplace Organization

A Vital Link To Continuous Improvement

5s

What is it?

• 5S is a workplace organization technique• It is a way to involve associates in the ownership of their workspace• It helps create and maintain the efficiency and effectiveness of a work

area

What’s it for?

• It is a way to create:• Cleaner work areas• More organization• Safer working conditions• Less wasted time• Efficient work processes and practices• More available space

Different types of workplaces

• There are basically three different types of workplaces: 1. Third Class : People throw trash around and no one cleans

up.2. Second Class: People throw trash around and someone else

pick it up.3. First Class : No one throws trash around and everyone works

to keep things clean.

The 5S Principles

• SEIRI :Sort out

• SEITON :Straighten/Set in Order

• SEISO :Shining

• SEIKETSU :STANDARDIZE

• SHITSUKE :Sustain

5s

Ford’s CANDO Toyota’s 5S Six Sigma DMAIC

C – Cleaning Up A – ArrangingN – NeatnessD – Discipline O – Ongoing Improvement

S –Sort S – Straighten/Set in OrderS – SweepS – Standardize S – Sustain

D – Define PhaseM – Measure PhaseA – Analyze PhaseI – Improve Phase C – Control Phase

Eliminate waste

Sort

Set in order

ShineSTANDARDIZE

SUSTAIN

1-The First S - Sorting

Separating the Needed from the Not-Needed

• Decide what you need.• Remove unnecessary clutter.• All tools, gauges, materials, classified and then stored.• Remove items which are broken, unusable or only occasionally used.

The First S - Sorting

• Red Tag Technique:• GIVE STAFF RED LABELS• ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE• ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT

QUANTITY• NOT NEEDED >> RED TAG IT • STORE IN THE RED TAG AREA

RED TAG

The First S - Sorting

• Place the suspected items in the RED TAG AREA for one week.

• Allow the staff to re-evaluate the needed items.• At the end of week those need items should be

returned.

CENG-LE-XXX (--)

File completed Tag at ____________

5S -

-- R

ED T

AG

Enter # in

box

Enter # in

box

Enter # in

box

Item Name &/or Description:

Department: Value per Item:

Classification: 1. Raw Material2. Work-in-Process3. Component4. Finished Product

5. Machine / Equipment6. Mold / Jig7. Tool / Fitting8. Other______________

Reason: 1. Unnecessary2. Defective3. Leftover Material

4. Unknown5. Other______________

Action: 1. Eliminate2. Return3. Move to Red Tag Storage 4. Other_______________

Completed:  

Tag Attached:

Year_____ Month_____ Day____

Action Taken:

Year_____ Month_____ Day_____

The First S - Sorting

• Organisation:

Priority Frequency of use How to useLow Less than once

per yearOnce per year

Throw awayStore away from

the workplace

Average Once per monthOnce per week

Store together but offline

High Once Per Day Locate at the workplace

The First S - Sorting

• Expected Results of Sorting :• Elimination of wastes of resources, material, spaces, …etc.• Reduce WIP inventory

2-The Second S – Set in order

A place for everything and everything in its place, clean and ready to use

Organise layout of tools and equipment

• Designated locations• Use tapes and labels • Ensure everything is available as it is needed and at the “point of use”

The Second S – Set in order

Workplace Checkpoints:-

• Storage places clearly marked?

• Tools classified and stored by frequency of use? (Low, Average and high)

• Pallets stacked correctly?

• Safety equipment easily accessible?

• Floors in good condition?

The Second S – Set in order

• Expected Results of Sorting :• No more Searching.

• Reduce Setting up time• Prevent : misplacing, Leaking oil, wasting energy or materials .. Etc.

• Improve: • Space Utilization.

• Eliminate:• Searching time • Dangerous conditions

Does this look well Straightened?

Outlines or Footprints

A little out of place

3-The Third S – Shining

Cleaning for Inspection• Identify and eliminate causes of dirt and grime – remove

the need to clean.• Sweep, dust, polish and paint.• Divide areas into zones.• Define responsibilities for cleaning.• Tools and equipment must be owned by an individual.• Focus on removing the need to clean.

The Third S – Shining

• Expected Results of Sorting :• Higher Quality work and products.• More Comfortable and safer work environment.• Greater visibility and retrieval time. • Lower maintenance time.

Before and After

A well shined facility

A well shined facility

4-The Fourth S - Standardizing

Developing Common Methods for Consistency

• Generate a maintenance system for the first three• Develop procedures, schedules, practices

• Continue to assess the use and disposal of items

• Regularly audit using checklists and measures of housekeeping

• Real challenge is to keep it clean

A Place For Everything

Even rags, gloves, and trash

A Place For Everything

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

5- The Fifth S - Sustaining

Holding the Gains and Improving• Determine 5S Level of Achievement• Perform routine checks• Analyze results of routine checks• Measure progress and plan for continuous improvement

Visual Ranges Make It Easier to Sustain

Visual Ranges Make It Easier to Sustain

Sustain

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

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

5S Supportive Strategies

• Color coding• Point of use• Safety

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

Examples

Examples

Color Coded Scrap Hoppers

Part Color CodingDifferent color for each part numberh Colors correspond to colors of:

4 work units4 tooling4 gages4 fixtures4 settings

Color Coded Dies

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

Looking For Tools

Point of Use(Shadow Board-Visual Control)

Point of Use

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

Point of Use

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

Point of use

Information

Safety: The 6th - SIs of great concern when considering workplace organization and the 5S’s

Safety the Sixths S

Safety(Visual Control Signage)

Color coded guards and labeling

Sufficient Room to Exit the Work Unit

One small exit for up to 9 operators

Exit

Safety

Well labeled, but what keeps people out of coils?

Safety

Color coded and visual-easily accessible?

VISUAL MANAGEMENT INITIATIVES

1. Visual Control Boards. 2. Andon

3. Footprints

4. Signage 5. Obeya

6. Hansei

Visual Display

Information regarding

Q C D M S• Q - Quality

C - CostD - DeliveryM - MaterialS - Safety

What is Visual Control Board

1. A color-coded , physical visual control system used for monitoring of shop-floor activities and KPIs.

Use of Visual Control Board1. Visual boards are used as activators and data communication centre. 2. The visual board area is used for shop-floor meetings.3. A centre of periodical progress reviews and updates. 4. Used to drive the business processes from the boardroom to the shop floor.

Benefits of Visual Control Board1. It quickly gives visibility to the progress of each tasks for further action.2. Identifies the resources and activities being undertaken.

VISUAL BOARD

This is an example of a pull board that could be used with internal operations, as shown, or even with external customers.This is an example of a pull board that could be used with internal operations, as shown, or even with external customers.

Red zone indicates the supplier is on the verge of not satisfying their customer. Very low level of goods maintained.

Red zone indicates the supplier is on the verge of not satisfying their customer. Very low level of goods maintained.

Yellow zone indicates customer requirements are being met. Low level of finished goods maintained.

Yellow zone indicates customer requirements are being met. Low level of finished goods maintained.

Green zone indicates the customer’s needs are being fulfilled. Supplier is building more than the customer is requiring and it may be time to stop production until demand is more in line with supply.

Green zone indicates the customer’s needs are being fulfilled. Supplier is building more than the customer is requiring and it may be time to stop production until demand is more in line with supply.

The cards hanging on the hooks in the colored zones reflect the part number identified in the section, a given quantity of material in one container. When a card is on the hook it indicates an empty container.

The cards hanging on the hooks in the colored zones reflect the part number identified in the section, a given quantity of material in one container. When a card is on the hook it indicates an empty container.

Other pertinent information (e.g.. Quality performance) would be contained in the information section.

Other pertinent information (e.g.. Quality performance) would be contained in the information section.

VISUAL BOARD

1. Andon (Japanese for lantern) is a tool for visual management and refers to a system of signals used to indicate the operational status (at a glance) of a machine or work center.

2. It can be used manually or automatically.

3. It also one of the principle elements of the Jidoka quality-control method.

What is Andon?

ANDON

Use of Andon

1. Alerts management and other workers to quality or process problem.

2. Gives the worker the ability to stop production when a defect is found, and immediately call for assistance.

3. Indicates where the alert was generated, and may also provide a description of the trouble whether shortage of material or maintenance call or supervisor call.

.

ANDON

Defect created or foundDefect created or found

Part shortagePart shortage

Equipment/Tool malfunctionEquipment/Tool malfunction

A safety problem existsA safety problem exists

Common reasons for manual

activation of the Andon

Common reasons for manual

activation of the Andon

ANDON

Types of Andon

Coded signal lightsCoded signal lightsTextText GraphicsGraphics

Visual AndonVisual Andon

Green - no problems

Yellow - situation requires attention, production flow at risk

Red - PRODUCTION STOPPAGE: IMMEDIATE ASSISTANCE REQUIRED

1

Display production data in real time. Calculate shift efficiencies and production targets.

Ideal for STOP / WAIT / GO signaling in busy factories Boost health and safety.

Coded TonesCoded Tones

Coded TunesCoded Tunes

Prerecorded MessagesPrerecorded Messages

Buzzers / AlarmsBuzzers / Alarms

Audio AndonAudio Andon2

ANDON

1. Markings on the floor or work area outlining specifically where items should be placed.

Benefit

1. To ease employees during storage or retrieval.

2. It avoids employees wasting time looking for things or pondering their next move.

3. The workplace becomes clean and better organized.

4. Operation on the shop floor and office become easier and safer

5. Visible location of parts or equipment for easy traceability and save time of searching

What is Footprint

.

FOOTPRINT

a) Mark from the floor up to workbenches etc

b) Start with plastic tape to test out, then move to paint

1. A footprint is an outline of the items required at work areas indicating where the items should be placed.

c) Use colours to code footprints as shown in the following example, as a guideline :

Light Blue - Raw parts/material

Black - Finished good/parts

Red - Non-conforming/KIV parts/material

White - Other than parts/material

Yellow – Border of work area

2. Rules about footprints or floor borders

FOOTPRINTCREATING FOOTPRINT

Yellow for work area borderYellow for work area border

SOZAI

LINEKANSEI

NG VISUAL BOARDQC CORNER5S CORNER

Light blue for raw materialLight blue for raw material

Black for finished partBlack for finished part

Red for non-conforming partRed for non-conforming part

White for equipmentWhite for equipment

TOOL CABINET

FOOTPRINT

Floor Labeling Example

Signage is any kind of graphics created to display information.

SIGNAGE

DisplaysTo make staff aware of

related data and information

– charts, graphs etc

ControlsTo guide the action of staff members – sign

boards, dos and don’ts signs

Signs ExampleDesignated Location

Components Kanban: What, Where, and How many

Signage Example

Designated Location Example

Egg Carton Display

Signage ExampleInformation Boards

Signs Example

The best visual displays are easy to understand

Symbols

• are easily understood

• give immediate status

• engage viewer’s attention

Symbols make status visible andeasy to understand

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

To add impact

to visual displays,

relate items to

a cost.

Product display for waste awareness

Signage ExamplesLighted displays capture attention

SignageSafety 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

Obeya

• Japanese for "large room" or "war room" - refers to a form of project management used in Asian companies (including Toyota).

ObeyaTeam decision-making tools

Visual Display & Visual Measurement

How to implementVisual Display

1. Identify subject to focus on2. Identify problems or success associated with the subject3. Identify the audience for visual display4. Choose the best location for the display5. Develop and test the display6. Improve, finalize, and implement the display

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

The BOS Chart

The BOS (Business Operating System chart) Chart can wear

many hats:

• Visual display

• Problem solving tool

• Progress indicator

• Assign responsibilities

Visual Measurement

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

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:________________

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

Step 2Team determines what to BOS Chart

• Something needing

improvement

• Team has control

• Important to customer

• Important to our company

Step 3Team members update BOS

• Use team meeting to study data• Team plans improvement

activities• Everyone participates• Computers not required

Step 4Make BOS results visible at the Work Unit

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 ?

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?

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

The Visual Management Check List and Implementation

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

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:

End of Visual Management