Visual Management
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Transcript of 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