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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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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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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
Visual
Management
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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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Visual Management
• 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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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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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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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 OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing material?
Is outgoing material located in designated area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific location?
Are excess materials in their location?
Is there a place for everything?
Is everything in its place?
STABALIZE Is it easy to see what belongs where?
(Orderliness) Are things put away after use?
Are tools organized and located in specific place?
Are only red containers being used for scrap?
Is rejected material properly identified?
Is rejected material stored in a designated area?
Is process scrap located in separate containers?
Is defective material located in separate containers?
Are sort and stabilize complete?
Are work areas clean?
Are aisles clear?
Are tools clean?
Is any material found on the floor?
Is equipment clean?
SHINE Do machines show evidence of old oil leaks?
(Cleanliness) Is cell inventory correctly identified?
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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Part Color Coding
Different color for each part number
Colors correspond to colors of:
work units
tooling
gages
fixtures
settings
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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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5S CHECKLIST
Instructions: Take a look around the work area and do a visual inspection. As you do the
inspection place a check mark in either the “OK” column or the “NOT OK” column. Then place a
numerical value in the “POINTS” column. Scores should be from 1 to 3, as follows:
1 = non-existent, the team has made no progress in this area.
2 = progressing, work has been done on this but the team lacks the discipline.
3 = implemented, being done on a regular basis.
Please make any necessary comments in the “OBSERVATIONS” column.
CATEGORY ITEM OK NOT OK POINTS OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming
material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing
material?
Is outgoing material located in designated
area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific
location?
Are excess materials in their location?
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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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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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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 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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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 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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What do these symbols tell us?
P1 Device
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
LongTerm
Study
Cp Cpk Study Date
Capable
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25%
Able to process
w/ direction
50%
Able to process
w/out direction
100%
Able to train entire process
PlantMaterialInventory
Inter-PlantTransfers(On-Line)
RadioFrequency(RF)
TrakkerScanner(IRL)
HazardousMat’lInventory
PlantBatchReporting
Employee Name
Skills Assessment
Kanban/SingleScan
DivisionItem
InventoryBarCodeInventoryReceiving
James
Jerry
Dawn
75%
Able to process
and problem solve
Cross Training Chart
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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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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 informationA consistent method to communicate essential information
• A way to accelerate the dissemination of essential informationA way to accelerate the dissemination of essential information
• A daily discipline that helps improve team performance dailyA daily discipline that helps improve team performance daily
• An opportunity to refer to and update the Primary Visual DisplayAn 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 focusedThe meeting is short and very focused
• 10 minutes maximum10 minutes maximum
• Centered on daily issues and activitiesCentered 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 supervisionInitially this is led by supervision
• Note: Could be up to a month until the team is confident with what to do and naturalNote: 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 toleadership 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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PRODUCTION PRESS
ARVIN EXHAUST - FRANKLIN PLANT October 17, 1997
FLOWER - Cosmos BIRTHSTONE - Opal
Happy Birthday
10/ 17 Audrey Lucas
10/ 18 Lula Vandeventer
Siberto Gonzales
David Koons
James Patton
10/ 19 Judy Hicks
10/ 21 Larry Burton
Catherine McTarsney
Angie Freeman
Douglas Hutcherson
David Thomas
Travis Burton
10/ 22 Phillis Burris
Timothy Sneed
Lori Smither
Tonya Jones
Warren Beeler
Randy Fisher
10/ 23 Debbie Ward
QUOTES OF THE
WEEK:
• “If you feel dog tired,
maybe it is because you have
growled all day”
• “A little kindness may mold a
fine character.”
UNITED WAY
WINNER - TV
On October 10th, the workers involved
in the United Way - Pacesetter
Campaign at the Franklin Plant, were
present for discussion of this year's
United Way drive. Those present
discussed ideas for future activities in
the United Way program at this Plant,
and we all wish to Thank those that
signed up or increased the contribution
to the United Way Drive.
The highlight of the lunch meeting was
the drawing for the Color TV set that
was awarded to a "Contributor", to this
years program. The lucky winner was:
Keith R. Park - from FPO Second Shift
(pictured above, right, with Facility Manager, Bob
Elliott)
Congratulations Keith !!!!!
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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How to implement
Visual Display
• Identify subject to focus on
• Identify problems or success associated with the subject
• Identify the audience for visual display
• Choose the best location for the display
• Develop and test the display
• Improve, finalize, and implement the display
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Review:
Does your visual display offer these
benefits?
• Communicate information about performance
• Make standards visible
• Makes problems recognizable
• Make work safer and easier
• Recognize an achievement
• Creates a shared knowledge base
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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 have
implemented
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 Process
Capability
Supplier
Quality
Lost
Time
Accidents
Floor Space
Manufacturing
Scrap
Changeover
Time
Cross
Training
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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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5S CHECKLIST
Instructions: Take a look around the work area and do a visual inspection. As you do the inspection
place a check mark in either the “OK” column or the “NOT OK” column. Then place a numerical
value in the “POINTS” column. Scores should be from 1 to 3, as follows:
1 = non-existent, the team has made no progress in this area.
2 = progressing, work has been done on this but the team lacks the discipline.
3 = implemented, being done on a regular basis.
Please make any necessary comments in the “OBSERVATIONS” column.
CATEGORY ITEM OK NOT OK POINTS OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming
material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing
material?
Is outgoing material located in designated
area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific
location?
Are excess materials in their location?
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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Step 1
Involve users in the measurement
Team members collect data; track numbers:
• Total product produced
• per hour, per shift, per day, per week, etc.
• Average time to produce one unit
• PPM - number of defects
• Scrap - percentage of total produced
• Changeover time
• Downtime / Uptime
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Step 2
Team determines what to BOS Chart
• Something needing
improvement
• Team has control
• Important to customer
• Important to our company
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Step 3
Team members update BOS
• Use team meeting to study data
• Team plans improvement
activities
• Everyone participates
• Computers not required
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To develop Visual Measures
decide . . .
• What needs to be measured ?
• Who is the user / audience ?
• How often do we take the data ?
• Who will do the tracking ?
• How will we display data so that it speaks ?
• Where do we best locate the display ?
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Reality Check for Measures
Answer these four questions about the measures you use:
• Are they simple and easy to use?
• Do they change over time?
• Do they provide rapid feedback?
• Do they foster continuous improvement?
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1. For each item listed fill in an observation to indicated whether or not the work group is currently working on this.
2. If there are any changes desired please indicate those in the “Desired Changes” column.
3. In the column labeled “Priority” indicate if the change can be implemented in:
1) 36 Hours
2) 5 Days
3) 2 Weeks
4. Fill in any additional items that are observed in the work area and fill in all categories.
ITEM OBSERVATION DESIRED CHANGES PRIORITY
Changeover Clock Dedicated Line-clock is not
needed
Redistribute the clock to a needy cell 1
P.I. Indicator
Production Counters
Changeover Graph
Bottleneck Operation
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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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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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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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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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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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25%
Able to process
w/ direction
50%
Able to process
w/o direction
75%
Able to process
& problem solve
100%
Able to train others
on entire process
PlantMaterialInventory
Inter-PlantTransfers(On-Line)
RadioFrequency(RF)TrakkerScanner(IRL)
HazardousMat’lInventory
PlantBatchReporting
Employee Name
Skills Assessment
Kanban/SingleScan
DivisionItem
InventoryBarCodeInventoryReceiving
Joe
Bob
Betty
Cross Training Chart
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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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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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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 FACTORY CHECKLIST
ATEGORY ITEM YES NO
Changeover tools are within reach
Tooling is well organized
Machines and equipment are clean and painted
Unnecessary items are cleared
Workplace organization and orderliness
5S Aisles are well marked and clear
There is a place for everything and everything in its place
Housekeeping responsibilities are assigned
Disciplined approach to clean work area
All bins are labeled and no parts are on the floor
All personal items are stored in lockers
Method to identify hold and reject parts
Supplier defects are segregated
Business Unit/department display visible
Cell displays conform to the unit/department standards
Using standard changeover clock
Part counter displayed
Downtime clock in use
Red box scrap method in use
Work instructions displayed at the point of use
Min/Max Limbo bars for inventory
Current part number and next part number displayed
Kanban system in use
Kanban system for MRO
Kanban system for Tooling
First piece displayed
Boundary Sample board
VISUAL Customer/Supplier information displayed
DISPLAY Bottleneck machines are identified
Bottleneck cycle time is on the balance board
Changeover signal to synchronize cell
Changeover stock staging area for fast changeover
Error proofing devices are on the PM check
ATPM boards using tags and action status in each cell
Cumulative downtime clock displayed in each cell
Proper lighting and air handling
Cell number, customer and product posted at each cell
Employee information board is in a standard format
Key measures are trended and up to date
Team project display with before/after/future pictures
Defects are displayed with arrows and action plans
Safety rules are posted and followed
Color coding and symbols are used for quick identification
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THE VISUAL FACTORY
IMPLEMENTATION 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:
Improve employee morale and performance through increased ownership and team territory.
Identity opportunities and suggestions for how, when and why to implement visual aids.
Goals:
To empower employees to improve their workplaces
To involve employees in improving quality, productivity, and safety
To improve communications between all ArvinMeritor employees, across all boundaries
To work toward Visual Management of the workplace, achieved through progressive application of each of the separate phases: Workplace Organization, Visual Display, Visual Measures, and Visual Control.
To make the work environment more pleasant, jobs easier to manage, and progress more apparent.
To give employees a high degree of ownership in what goes on within the Visual Factory
Instruct participants to break into smaller groups to brainstorm what the current situation is like. Instruct them to consider all 5 senses when discussing their workplace.
What are some of the real problems? (Problems no one talks about publicly.)
What do you dread about going to work?
Allow no more than 10 minutes for this exercise.
Record all ideas on a flipchart.
Ask a member from each group to briefly summarize what was discussed.
Left blank to allow groups time to work.
Implementation of the 4 phases will create a system for Visual Management of the workplace
Let’s think for a minute about how standards make our lives easier.
Do standards offer any additional benefits besides those mentioned here?
Think about the factor of cost? Can using standards help lower costs too?
How many of you are familiar with the procedure for RED BOX SCRAP ?
Is this procedure a STANDARD in your plant?
Not only does RED BOX SCRAP create a visual display standard ( I.e. using only a red box to hold manufactured scrap, the procedure is a standard for the way we operate
Each phase of the visual management process is typically best completed in an order that builds upon itself. The first level is Workplace Organization (WPO).
WPO is a vital link to continuous improvement. It would be very difficult to improve and implement lean manufacturing principles such as quick changeover, low inventories, FIFO, JIT, etc. without workplace organization.
The 5S’s are an important part of the WPO process. The S’s are Sort, Stabilize, Shine, Standardize, and Sustain.
Are your areas as well sorted as they should be? Keep only what is needed. Many areas have things such as tools , rags, even brooms sitting around that have not been used in months and probably never will. People are afraid to get rid of these things because they think they may be needed later. Get rid of the things that are not needed. Look for things that are not where they belong. If a tool is used for a machine in another cell isn’t that where it should be. X-tag what you don’t need, that will be discussed in a moment.
Does you facility have any walls or dark corners that have stuff or junk piled up in hopes that it will fix itself or will someday be needed?
This is a non-ArvinMeritor facility that shows some good 5 S-ing. These are tooling storage racks that can be rolled to the point of use. Note the reflections off of the floor. This place is clean. How could it be improved? By labeling or color coding.
X-Tagging is a way to remove things that are not needed or used anymore.
1. The first step is to select someone from the work unit or area to be the leader. This may be a responsibility that is rotated to everyone.
2. Identify what is not needed.
3. Attach a filled out X-tag to the item(s).
4. Move these items to a local holding area near or in the work unit.
5. Determine how long to hold these items before removing them. The minimum should be 24 hours, or long enough that each shift has a chance to decide if that is something that they need.
6. Once the time is up the item(s) should be moved to a facility holding area where items can be removed by anyone who could use that item in the facility.
7. All safety issues and problems should be tagged and addressed as soon as possible.
A good rule of thumb as to where to store stuff is:
This is what an X-tag looks like.
Read slide
This is a locker room in an ArvinMeritor facility in Spain.
Though the picture quality of these is very poor you can still see the incredible difference between the before and after pictures. This also shows that you don’t have to have a new facility to make it look nice.
Here is a very clean ArvinMeritor facility that is located in Spain.
Spain again
Does anyone know what this is? DNA. Is DNA very standardized? This is an extreme example but will hopefully get you think of the importance and the standardization you encounter all of the time.
Here are some of the initial things you will want to consider standardizing.
At the 17th street plant they have utilized the space behind a press and labeled where things should go.
Here some chemicals are labeled and even color coded, not to mention clean.
At Franklin, they have an area where they have written on cardboard what the part# is in that location, they have also included a sample part as well. This may not be the final labeling but is a good start and conveys the needed information.
Read slide
The arrows show the upper and lower limits of this gage. You don’t have to know anything about the process to easily see if this measure is where it should be.
This is a simple shadow board that lets you know what is missing. It is important that everyone cooperates in sustaining.
In review:
Here is a 5S checklist that can be used to help you determine how your area is doing
This is a display sign to visually show how you are doing with 5S.
These supporting strategies are also a part of WPO
The picture shown here is those color coded wooden blocks you would play with as a child. Funny, color coding is such a simple organizational tool that a 3 year old could use it, yet we probably don’t use it enough.
Most facilities separate their different types of scrap.
Here is what the Central Tubing Facility uses for their scrap color coding, also their overhead pipes.
Central Tubing Facility overhead pipes.
Color coded scrap hoppers at Gladstone.
Do you ever feel you are looking for tools like this.
Things that should be at the point of use are.
Tools at the point of use
Tooling cart at Gladstone
This is in the work area of a supplier. They keep information they need very accessible.
No one should ever get hurt on the job. Our goal is ZERO ACCIDENTS!!
Some of our work units are arranged this way. Is safety a concern if a machine or hydraulic line would break. Would people be able to get out of the way.
It looks very difficult to get to this eyewash station
The groups will be reporting what items they have x-tagged using this sheet
The groups also need to complete their 5S checklist and report the results.
Fill in the number of 5S points needing attention and this will be posted in the work area.
Visual Display communicates information about:
The work Environment
Safety
Operations
Storage
Quality
Equipment
Success
This example from AE Pamplona, Spain shows floor labeling used to set limits.
What are the advantages to using this level of labeling?
How does floor labeling help us maintain Visual Management?
Sometimes we get so familiar with something we fail to see the obvious. For example if you went into the store picked up a carton of eggs, opened it as you always do, and check to see that none were broken. Would you have notices that there were two eggs missing. You probably would have. But, what if there were only 10 spaces for the eggs, would you have noticed that there were only 10 then.
Can easily see what is missing if there is an open space for it.
Another example from Steel and Trucks, Queretaro, Mexico.
This component parts supplier has implemented visual display for items used frequently by the operator at the work unit.
What advantages do you see in this type of display?
CTF boundary board.
The display board of each work unit should include their 20 Keys with performance levels and goals marked.
Remember, work unit goals should be realistic and focus on the most important issues. The goals will probably not include improvement in all 20 Keys.
The Site 20 Keys showing current status and goals should be displayed on the facility information board.
Information boards should be as near the work areas as possible.
Tell story of small office manager who threw rolls of quarters all over floor to illustrate office waste.
What did the earlier slides mean by status
All of these areas can benefit from visual management.
Though you may not know Japanese this board is still easily understood.
Here is a simple check list that was used in the GM visual factory test work unit. It is very simple and easily visible as to what they have accomplished.
Here is a picture of an andon light from Chickasha. Why would something like this be of value to your work unit?
Here are some simple counters used to track defects. Though not vary large and visible they do keep a running count of the defects and are easily accessible.
Here are some very visible and standardized production counters and andon boards from a Mexico facility.
The balance boards are visual tools that help use to balance the workload within a work unit, and visually see areas that need attention or can be improved upon (the color coded walk and wait times).
Why may may we need to know who is trained in a particular job.