NG BB 42 Visual Management

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NG BB 42 Visual Management

  1. 1. UNCLASSIFIED / FOUO National Guard Black Belt Training Module 42 Visual Management UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUOCPI Roadmap – Improve 8-STEP PROCESS 6. See 1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize Counter- the Performance Improvement Root Counter- Results Successful Measures Problem Gaps Targets Cause Measures & Process Processes Through Define Measure Analyze Improve Control TOOLS ACTIVITIES •Brainstorming • Develop Potential Solutions •Replenishment Pull/Kanban • Develop Evaluation Criteria •Stocking Strategy • Select Best Solutions •Process Flow Improvement • Develop Future State Process Map(s) •Process Balancing • Develop Pilot Plan •Standard Work • Pilot Solution •Quick Change Over • Develop Full Scale Action/ •Design of Experiments (DOE) Implementation Plan •Solution Selection Matrix • Complete Improve Gate •‘To-Be’ Process Mapping •Poka-Yoke •6S Visual Mgt •RIE Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2
  3. 3. UNCLASSIFIED / FOUO Learning Objective  Use Lean techniques to improve the process  Understand and apply Visual Management techniques and process control tools UNCLASSIFIED / FOUO 3
  4. 4. UNCLASSIFIED / FOUO 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 UNCLASSIFIED / FOUO 4
  5. 5. UNCLASSIFIED / FOUO Examples Display Control UNCLASSIFIED / FOUO 5
  6. 6. UNCLASSIFIED / FOUO 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! UNCLASSIFIED / FOUO 6
  7. 7. UNCLASSIFIED / FOUO Visual Management Objectives  Convey information  Provide immediate feedback  Quickly expose abnormalities in a process  Quickly convey progress or lack thereof UNCLASSIFIED / FOUO 7
  8. 8. UNCLASSIFIED / FOUO Types of Visual Management  Red Tags  Signs  Andon (Alarms / Lights / Sounds)  Colored Lines  Gauges and Dials  Labeling  Kanban Cards  Control Boards UNCLASSIFIED / FOUO 8
  9. 9. UNCLASSIFIED / FOUO Examples of VM in the outside world We are surrounded by Visual Management, but we rarely bring it to work with us UNCLASSIFIED / FOUO 9
  10. 10. UNCLASSIFIED / FOUOExamples of VM in the workplace Improved safety Clear visible guidelines ensure safety is paramount in everybodys minds in the workplace. Safety in the workplace improves welfare of employees and increases morale. Meeting point UNCLASSIFIED / FOUO 10
  11. 11. UNCLASSIFIED / FOUOExamples of VM in the workplace Reduced search time By visibly foot-printing everything required to carry out an activity, reduces search time, and therefore increasing value adding time UNCLASSIFIED / FOUO 11
  12. 12. UNCLASSIFIED / FOUO Examples of VM in the workplace Abnormalities visible at glance Andon Board Workstations 1 2 3 4 5 6 7 8 on plan Workstations 1 2 3 4 5 6 7 8 with issues Workstations 1 2 3 4 5 6 7 8 stopping the line 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. UNCLASSIFIED / FOUO 12
  13. 13. UNCLASSIFIED / FOUO The Power of Color UNCLASSIFIED / FOUO 13
  14. 14. UNCLASSIFIED / FOUOThe Power of Lines UNCLASSIFIED / FOUO 14
  15. 15. UNCLASSIFIED / FOUOOffice Visual Organization & Display UNCLASSIFIED / FOUO 15
  16. 16. UNCLASSIFIED / FOUOOffice Visual Organization & Display UNCLASSIFIED / FOUO 16
  17. 17. UNCLASSIFIED / FOUO Visual Indicator UNCLASSIFIED / FOUO 17
  18. 18. UNCLASSIFIED / FOUO Visual Indicator Flight 3333 Sign Board Quality Safety Productivity Cost UNCLASSIFIED / FOUO 18
  19. 19. UNCLASSIFIED / FOUO Kanban - Supermarket Concept 1 Customer Checkout 2 Customer Supermarket Withdrawal 4 Kanban 3Production Kanban 5 Warehouse 8 7 6 Factory Withdrawal Card Production Card UNCLASSIFIED / FOUO 19
  20. 20. UNCLASSIFIED / FOUOWorld Class Visual Management Improved communication Attendance CTX Skills Matrix Name of chart and the Area Measurements Status of vacation plan suggestions Mission Awards received Names and pictures of people Focus item of the month Customer- Documents, supplier reference relationship books chart Quality Plans of action Clock Safety clock Samples of defects Improvement Status of Customer survey results of the month team projects UNCLASSIFIED / FOUO 20
  21. 21. UNCLASSIFIED / FOUO Process Control Tools Some Communication Tools:  Scheduling Boards  Takt boards  Issue boards  6S boards  Kanban Cards UNCLASSIFIED / FOUO 21
  22. 22. UNCLASSIFIED / FOUO 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 UNCLASSIFIED / FOUO 22
  23. 23. UNCLASSIFIED / FOUO 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 UNCLASSIFIED / FOUO 23
  24. 24. UNCLASSIFIED / FOUO Takt Board Examples – Process Summary Takt Board: Order Entry Department Takt Board: Order Entry Department Yesterday: Orders Orders/Hr Yesterday: 443 Orders 1.61 Orders/Hr Today: Orders Units/Hr Today: 440 Orders 1.66 Units/Hr Hour Scheduled Actual +- Diff Comments Hour Scheduled Actual +- Diff Comments 7-8 AM 7-8 AM 60 53 -7 System down f/5 min 8-9 AM 8-9 AM 60 59 -8 9-10 AM 9-10 AM 45 48 -5 10-11AM 10-11AM 60 61 -4 11-12 PM 11-12 PM 30 34 0 Took late lunch 12-1 PM 12-1 PM 60 59 -1 1-2 PM 1-2 PM 50 50 -1 2-3 PM 2-3 PM 40 41 0 3-4 PM 3-4 PM 35 35 0 Over 7 min: Software issue Totals Totals 440 440 Step 1: 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 Step 2: the takt rate for each hour (account for breaks and lunch) Standard Operating Step 3: Each hour, write in the number of orders processed in the previous hour Procedure (SOP) Write in the cumulative difference between the scheduled orders processed and the Step 4: actual orders processed Write in any comments (network/system down, ran out of forms) as a reason for Step 5: meeting or not meeting the takt rate. UNCLASSIFIED / FOUO 24
  25. 25. UNCLASSIFIED / FOUO R&R Leave Project Example PROGRAM NAME DIVISION BRANCH AS OF: R&R Leave HRRD R&R Leave 3/31/2007 Applicable Control Charts and Metrics Control Upper Lower Action Control Action Responsibl Process Target CURRENT Number e Agency Freq. Step Control Control Reaction Plan Value STATS Limit Limit Project PAX Daily/ 90, 60, 30, 6 If pax projection accuracy drops below 85%, CFLCC will 1 PAX Projections CFLCC Monthly days and 48 hrs out 100% 100% 85% 96% automatically reduce PAX estimates by 5-10% If pax seat fill accuracy drops below 85% (e.g. over 15% excess Aircraft/ Seat Daily/ Order Seats/ 2 Orders G1 Monthly Aircraft 100% 100% 85% 82% seats continuously ordered), G-1 will automatically reduce PAX seat estimates forwarded to AMC by 5-10% Daily/ Monitor Fill If Fill Rate drops below 65%, recommend switch to 2-1-2-1 for 3 Fill Rate G1 Monthly Rate 80% 75% 65% 69% 17-30 days and then monitor for improvements Monitor Stewart Daily/ If Number of Unfilled Seats reaches 3811, recommend switch to 4 Unfilled Seats Goesch Monthly Unfilled Seats 2,500/Mo 4,000/Mo 0 3,811 2-1-2-1 for 17-30 days and then monitor for improvements 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 Average Cost Per Daily/ Monitor Cost 5 PAX G1 Monthly Per PAX $1,894 $2,500 $1,515 $2,609 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 If holdover count exceeds 0, first utilize extra seats on aircraft Daily/ Monitor 50 6 Average Holdovers G1 Monthly Holdovers 0 (24-48 hrs) 0 32 $178/PAX, then consider utilization up to 100 seats commercial, then holdover for 24 hrs, and fly out FIFO on very next mission Order Second Aircraft Daily/ If substained pax average projected over 370 PAX /day, 7 Orders G1 Monthly Second Aircraft 355 370 330 200 consider ordering second aircraft Daily/ Sell Back 8 Aircraft Sell Backs G1 Monthly Aircraft 355 50 0 75 Attempt sell back-any msn with less than 50 PAX projected Daily/ 9 PAX FLOWN G1 Monthly PAX Flown N/A N/A N/A 10,300 N/A UNCLASSIFIED / FOUO 25
  26. 26. UNCLASSIFIED / FOUO 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 UNCLASSIFIED / FOUO 26
  27. 27. UNCLASSIFIED / FOUO 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 UNCLASSIFIED / FOUO 27
  28. 28. UNCLASSIFIED / FOUO Key Pointers - Visual Management/Control Effects QCDP on daily basis Creates a safer more Encourages pride in productive workplace work environment Simple logical way Is a platform for to improve further workplace improvement performance Improves morale Relatively low cost to implement UNCLASSIFIED / FOUO 28
  29. 29. UNCLASSIFIED / FOUO Takeaways  Simple communication  Exceptions to standards evident  Easily understandable  Continuously updated  Accessible to everyone UNCLASSIFIED / FOUO 29
  30. 30. UNCLASSIFIED / FOUO What other comments or questions do you have? UNCLASSIFIED / FOUO 30

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