Visual Management


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Visual Management (Lean Manufacturing)

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Visual Management

  1. 1. Visual Management
  2. 2. 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
  3. 3. 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
  5. 5. 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
  6. 6. The foundation of continuous improvement
  7. 7. How do we create Visual Management? Workplace Organization
  8. 8. The Visual Workplace • is safe. • is clean and organized. • is easily understood. • is managed through involvement by all. • creates high quality products. • communicates progress.
  9. 9. Workplace Organization A Vital Link To Continuous Improvement
  10. 10. 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
  11. 11. 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
  12. 12. 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.
  13. 13. The 5S Principles •SEIRI :Sort out •SEITON :Straighten/Set in Order •SEISO :Shining •SEIKETSU :STANDARDIZE •SHITSUKE :Sustain
  14. 14. 5s Ford’s CANDO Toyota’s 5S Six Sigma DMAIC C – Cleaning Up A – Arranging N – Neatness D – Discipline O – Ongoing Improvement S –Sort S – Straighten/Set in Order S – Sweep S – Standardize S – Sustain D – Define Phase M – Measure Phase A – Analyze Phase I – Improve Phase C – Control Phase
  15. 15. Eliminate waste Sort Set in order ShineSTANDARDIZE SUSTAIN
  16. 16. 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.
  18. 18. 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.
  19. 19. CE N G- LE- XX X (-- ) File completed Tag at ____________ 5S---REDTAG Ente r # in box Ente r # in box Ente r # in box Item Name &/or Description: Department: Value per Item: Classification: 1. Raw Material 2. Work-in-Process 3. Component 4. Finished Product 5. Machine / Equipment 6. Mold / Jig 7. Tool / Fitting 8. Other______________ Reason: 1. Unnecessary 2. Defective 3. Leftover Material 4. Unknown 5. Other______________ Action: 1. Eliminate 2. Return 3. Move to Red Tag Storage 4. Other_______________ Completed: Tag Attached: Year_____ Month_____ Day____ Action Taken: Year_____ Month_____ Day_____
  20. 20. The First S - Sorting • Organisation: Priority Frequency of use How to use Low Less than once per year Once per year Throw away Store away from the workplace Average Once per month Once per week Store together but offline High Once Per Day Locate at the workplace
  21. 21. The First S - Sorting • Expected Results of Sorting : • Elimination of wastes of resources, material, spaces, …etc. • Reduce WIP inventory
  22. 22. 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”
  23. 23. 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?
  24. 24. 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
  25. 25. Does this look well Straightened?
  26. 26. Outlines or Footprints A little out of place
  27. 27. 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.
  28. 28. 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.
  29. 29. Before and After
  30. 30. A well shined facility
  31. 31. A well shined facility
  32. 32. 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
  33. 33. A Place For Everything Even rags, gloves, and trash
  34. 34. A Place For Everything Every item has a place, is labeled, and color coded
  35. 35. 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
  36. 36. Visual Ranges Make It Easier to Sustain
  37. 37. Visual Ranges Make It Easier to Sustain
  38. 38. Sustain Everyone needs to do their part to keep things where and how they belong
  39. 39. 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
  40. 40. 5S Supportive Strategies • Color coding • Point of use • Safety
  41. 41. Color coding things is a fast, easy way to separate different items and to visually determine if something is misplaced
  42. 42. Examples
  43. 43. Examples
  44. 44. Color Coded Scrap Hoppers
  45. 45. Part Color Coding Different color for each part number Colors correspond to colors of: work units tooling gages fixtures settings
  46. 46. Color Coded Dies
  47. 47. 2-Point of Use • Tools • Parts disposal • Operating procedures • Lock-out instructions • Materials/Finished goods • Information Looking For Tools
  48. 48. Point of Use (Shadow Board-Visual Control)
  49. 49. Point of Use Not enough room to store at the point of use, so make them mobile
  50. 50. Point of Use Fixtures rotate so they take up less space and are kept at the point of use
  51. 51. Point of use Information
  52. 52. Safety: The 6th - S Is of great concern when considering workplace organization and the 5S’s
  53. 53. Safety the Sixths S
  54. 54. Safety (Visual Control Signage) Color coded guards and labeling
  55. 55. Sufficient Room to Exit the Work Unit One small exit for up to 9 operators Exit
  56. 56. Safety Well labeled, but what keeps people out of coils?
  57. 57. Safety Color coded and visual -easily accessible?
  58. 58. VISUAL MANAGEMENT INITIATIVES 1. Visual Control Boards. 2. Andon 3. Footprints 4. Signage 5. Obeya 4. Hansei
  59. 59. Visual Display Information regarding Q C D M S • Q - Quality C - Cost D - Delivery M - Material S - Safety
  60. 60. 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 Board 1. 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 Board 1. It quickly gives visibility to the progress of each tasks for further action. 2. Identifies the resources and activities being undertaken. VISUAL BOARD
  61. 61. 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. 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. 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. VISUAL BOARD
  62. 62. 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
  63. 63. 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
  64. 64. Defect created or found Part shortage Equipment/Tool malfunction A safety problem exists Common reasons for manual activation of the Andon ANDON
  65. 65. Types of Andon Coded signal lightsText Graphics Visual 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 Tones Coded Tunes Prerecorded Messages Buzzers / Alarms Audio Andon2 ANDON
  66. 66. 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
  67. 67. 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 FOOTPRINT CREATING FOOTPRINT
  68. 68. Yellow for work area border SOZAI LINE KANSEI NG VISUAL BOARDQC CORNER5S CORNER Light blue for raw material Black for finished part Red for non-conforming part White for equipment TOOL CABINET FOOTPRINT
  69. 69. Floor Labeling Example
  70. 70. Signage is any kind of graphics created to display information. SIGNAGE Displays To make staff aware of related data and information – charts, graphs etc Controls To guide the action of staff members – sign boards, dos and don’ts signs
  71. 71. Signs Example Designated Location
  72. 72. Components Kanban: What, Where, and How many Signage Example
  73. 73. Designated Location Example Egg Carton Display
  74. 74. Signage Example Information Boards
  75. 75. Signs Example
  76. 76. The best visual displays are easy to understand Symbols • are easily understood • give immediate status • engage viewer’s attention
  77. 77. Symbols make status visible and easy to understand
  78. 78. 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
  79. 79. To add impact to visual displays, relate items to a cost.
  80. 80. Product display for waste awareness
  81. 81. Signage Examples Lighted displays capture attention
  82. 82. Signage 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
  83. 83. Obeya • Japanese for "large room" or "war room" - refers to a form of project management used in Asian companies (including Toyota).
  84. 84. Obeya Team decision-making tools
  85. 85. Visual Display & Visual Measurement
  86. 86. How to implement Visual Display 1. Identify subject to focus on 2. Identify problems or success associated with the subject 3. Identify the audience for visual display 4. Choose the best location for the display 5. Develop and test the display 6. Improve, finalize, and implement the display
  87. 87. 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
  88. 88. 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
  89. 89. 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
  90. 90. 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 Resp Comp Date %Comp Ref # Description IMPROVEMENT TRACKINGANALYSIS (PARETO) BOS Key MeasurableLINE:________________
  91. 91. 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
  92. 92. Step 2 Team determines what to BOS Chart • Something needing improvement • Team has control • Important to customer • Important to our company
  93. 93. Step 3 Team members update BOS • Use team meeting to study data • Team plans improvement activities • Everyone participates • Computers not required
  94. 94. Step 4 Make BOS results visible at the Work Unit
  95. 95. 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 ?
  96. 96. 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?
  97. 97. VISUAL DISPLAY & MEASURES AUDIT 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
  98. 98. The Visual Management Check List and Implementation
  99. 99. 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
  100. 100. 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:
  101. 101. End of Visual Management
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