National GuardBlack Belt Training

National GuardBlack Belt Training

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Module 42

Visual Management

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CPI Roadmap – Improve

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Brainstorming

•Replenishment Pull/Kanban

•Stocking Strategy

•Process Flow Improvement

•Process Balancing

•Standard Work

•Quick Change Over

•Design of Experiments (DOE)

•Solution Selection Matrix

• ‘To-Be’ Process Mapping

•Poka-Yoke

•6S Visual Mgt

•RIE

ACTIVITIES• Develop Potential Solutions

• Develop Evaluation Criteria

• Select Best Solutions

• Develop Future State Process Map(s)

• Develop Pilot Plan

• Pilot Solution

• Develop Full Scale Action/

Implementation Plan

• Complete Improve Gate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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Learning Objective

Use Lean techniques to improve the process

Understand and apply Visual Management techniques and process control tools

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What is Visual Management?

Provide immediate, visual information that enables people to make correct decisions and manage their work and activities

Two components:

Visual Display

Visual Control

Visual Display

Relays information and data to personnel in the area

Visual Control

Controls or guides the actions of the group

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Examples

Display Control

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Prerequisites…

6S

6S clears clutter and sets the stage

Commitment

Management must be willing to share information

Everyone must be willing to utilize information

Don’t implement without the discipline to sustain!

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Visual Management Objectives

Convey information

Provide immediate feedback

Quickly expose abnormalities in a process

Quickly convey progress or lack thereof

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Types of Visual Management

Red Tags

Signs

Andon (Alarms / Lights / Sounds)

Colored Lines

Gauges and Dials

Labeling

Kanban Cards

Control Boards

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Examples of VM in the outside world

We are surrounded by

Visual Management, but we

rarely bring it to work with us

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Clear visible guidelines ensure safety is paramount

in everybody's minds in the workplace. Safety in the

workplace improves welfare of employees and

increases morale.

Improved safety

Examples of VM in the workplace

Meeting point

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Reduced search time

By visibly foot-printing everything required to carry out an activity,

reduces search time, and therefore increasing value adding time

Examples of VM in the workplace

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Examples of VM in the workplace

Andon Board

Workstations

on plan1 2 3 4 5 6 7 8

Workstations

with issues1 2 3 4 5 6 7 8

Workstations

stopping the line1 2 3 4 5 6 7 8

Abnormalities visible at glance

Andon systems

To enable to see the status of equipment and

teams at a glance and spot problems immediately.

This timely status allows quick response and

therefore reduced down time.

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The Power of Color

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The Power of Lines

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Office Visual Organization & Display

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Office Visual Organization & Display

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Visual Indicator

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Visual Indicator

Productivity Cost

SafetyQuality

Flight 3333 Sign Board

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Kanban - Supermarket Concept

Customer Checkout

Factory

Warehouse

Customer

Withdrawal Card

Production Card

2

1

3

5

6

7

8

4Withdrawal

Kanban

Production

Kanban

Supermarket

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Name of

the Area

Mission

Names and

pictures of

people

Customer-

supplier

relationship

chart

CTX

Measurements

Customer survey results

Plans of actionSamples of defects

Status of

team projects

Improvement

of the month

Attendance

chart and

vacation plan

Safety clock

Quality

Clock

Status of

suggestions

Awards

received

Focus item

of the

month

Documents,

reference

books

Skills MatrixImproved communication

World Class Visual Management

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Process Control Tools

Some Communication Tools:

Scheduling Boards

Takt boards

Issue boards

6S boards

Kanban Cards

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Communication Tool Objectives

Visual Process Control tools typically seek to achieve one of two (or both) main objectives:

Establish and post work priorities

Visually display whether expected daily performance was met (“Was today a good day or a bad day?”)

They may also:

Communicate management objectives

Feedback to team members, supervisors, and managers

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Typical Takt Board Info

Takt boards monitor the output of a process or process step on a timely basis to ensure that it is keeping up with customer demand.

Takt Boards should at the least provide three key pieces of information: What should I be doing?

How (fast) should I be doing it?

How have I been doing?

Common Type of Takt Board: Process Summary/Lists Jobs in process

Value of WIP

Daily Takt Rate for Process

Daily Summary Information Productivity

Actual Output

WIP

Cycle Time

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Takt Board Examples – Process Summary

Yesterday: Orders Orders/Hr

Today: Orders Units/Hr

Hour Scheduled Actual +- Diff

7-8 AM

8-9 AM

9-10 AM

10-11AM

11-12 PM

12-1 PM

1-2 PM

2-3 PM

3-4 PM

Totals

Takt Board: Order Entry Department

Comments

Yesterday: 443 Orders 1.61 Orders/Hr

Today: 440 Orders 1.66 Units/Hr

Hour Scheduled Actual +- Diff

7-8 AM 60 53 -7 System down f/5 min

8-9 AM 60 59 -8

9-10 AM 45 48 -5

10-11AM 60 61 -4

11-12 PM 30 34 0 Took late lunch

12-1 PM 60 59 -1

1-2 PM 50 50 -1

2-3 PM 40 41 0

3-4 PM 35 35 0

Totals 440 440

Step 1:

Step 2:

Step 3:

Step 4:

Step 5:

Each hour, write in the number of orders processed in the previous hour

Write in the cumulative difference between the scheduled orders processed and the

actual orders processed

Write in any comments (network/system down, ran out of forms) as a reason for

meeting or not meeting the takt rate.

Comments

Takt Board: Order Entry Department

Write in the number of orders processed and the orders/hour from yesterday

Write in the number of orders to process and the orders/hour goal for today, confirm

the takt rate for each hour (account for breaks and lunch)

Over 7 min: Software issue

Standard Operating Procedure (SOP)

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R&R Leave Project ExamplePROGRAM NAME DIVISION BRANCH AS OF:

3/31/2007

Freq.Process

Step

Target

Value

Upper

Control

Limit

Lower

Control

Limit

CURRENT

STATSReaction Plan

1 PAX Projections CFLCCDaily/

Monthly

Project PAX

90, 60, 30, 6

days and 48

hrs out

100% 100% 85% 96%If pax projection accuracy drops below 85%, CFLCC will

automatically reduce PAX estimates by 5-10%

2Aircraft/ Seat

Orders G1

Daily/

Monthly

Order Seats/

Aircraft 100% 100% 85% 82%If pax seat fill accuracy drops below 85% (e.g. over 15% excess

seats continuously ordered), G-1 will automatically reduce PAX

seat estimates forwarded to AMC by 5-10%

3 Fill Rate G1Daily/

Monthly

Monitor Fill

Rate 80% 75% 65% 69%If Fill Rate drops below 65%, recommend switch to 2-1-2-1 for

17-30 days and then monitor for improvements

4 Unfilled SeatsStewart

Goesch

Daily/

Monthly

Monitor

Unfilled

Seats2,500/Mo 4,000/Mo 0 3,811

If Number of Unfilled Seats reaches 3811, recommend switch to

2-1-2-1 for 17-30 days and then monitor for improvements

5Average Cost Per

PAXG1

Daily/

Monthly

Monitor Cost

Per PAX $1,894 $2,500 $1,515 $2,609

If Avg Cost Per PAX exceeds $2,500 and we are ordering 2

aircraft, switch to 2-1-2-1 for 17-30 days and then monitor for

improvements; if we are ordering one aircraft, and the total

numbers are less than 100, attempt to sell back mission and

utilize commercial air $1554/PAX

6 Average Holdovers G1Daily/

Monthly

Monitor

Holdovers 050

(24-48 hrs)0 32

If holdover count exceeds 0, first utilize extra seats on aircraft

$178/PAX, then consider utilization up to 100 seats commercial,

then holdover for 24 hrs, and fly out FIFO on very next mission

7Second Aircraft

Orders G1

Daily/

Monthly

Order

Second

Aircraft355 370 330 200

If substained pax average projected over 370 PAX /day,

consider ordering second aircraft

8 Aircraft Sell Backs G1Daily/

Monthly

Sell Back

Aircraft 355 50 0 75 Attempt sell back-any msn with less than 50 PAX projected

9PAX FLOWN G1

Daily/

MonthlyPAX Flown N/A N/A N/A 10,300 N/A

R&R Leave HRRD R&R Leave

Control

Action

NumberControl Action

Responsibl

e Agency

Applicable Control Charts and Metrics

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Issue Board Information

Issue boards are used to communicate improvement project/effort related information:

Process Related Issues

“Can-Do” – Can be resolved by the team/department

“Need Help” – Need external assistance (e.g., management team, engineer, etc. to resolve)

As well as departmental/process metrics

Dashboard Metrics such as:

Rolled throughput yield

On-time delivery

Weekly takt rate average

Equipment uptime/downtime (unscheduled network outages)

Productivity

May also list Cross-Training matrices

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6S Board Information

Status of 6S Project

Set in order maps

Standardize checklists

6S audit results (checklist)

6S audit results (spider graph)

Action plan for improvement

Before/After photos

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Key Pointers - Visual Management/Control

Effects QCDP on

daily basisCreates a safer more

productive

work environment

Improves morale Relatively low

cost to implement

Encourages pride in

workplace

Simple logical way

to improve

workplace

performance

Is a platform for

further

improvement

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Takeaways

Simple communication

Exceptions to standards evident

Easily understandable

Continuously updated

Accessible to everyone

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What other comments or questions

do you have?