Manufacturing Excellence

1. Subrata Mitra Majumdar
Management & Operational Excellence Consultant
CII IQ – Bengaluru
“ Manufacturing Excellence
Through Toyota Production
System ”
22nd and 23rd July’2021
Achieve Competitive edge
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2. Visual Management
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3. What is Visual Management and Visual Control
Visual Management
• It means use of visual aids to manage the operation and track
performance. It displays standards and actual.
• It’s a way of communicating to a broad audience in a clear, concise
way. It puts information in the hands of those who can take action.
• By design, it is a deliberate action of communicating information that
people will recognize in order to increase efficiency and clarity.
It attempts to improve performance of an organisation by means of
visual stimuli.
Visual Control
• Any device or symbol that effectively places
information at the point of use with words or none at all.
• It enables an individual to immediately recognize the standard and
any deviation from it.
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4. Benefits
• Creates stability to the environment, equipment and work
performed.
• Reduces errors and mistakes.
• Reduces idle time, downtime.
• Increases the awareness of waste and waste
management.
• Improves compliance to safety.
• Improves the communication between different shifts.
• Improves employees involvement and morale.
• Eliminates the need for time consuming meetings.
• Reinforces continuous improvement in PQCDSM.
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5. Why is this required
• Our brains simply respond better and faster to colors, shapes, patterns
and pictures
5

6. Visual Factory
Workplace Organization (5S)
+
Visual Displays
+
Visual Controls
= Visual Factory
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7. Levels of the Visual Factory
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8. Example: Levels of Visual Displays
and Controls
Item to be controlled Ensure that automobile lights are
switched off when driver turns off engine
Level 1: Share information Include instructions in driver’s manual
Level 2: Share standards Paste instructions on car dashboard to “Switch
off lights before leaving car”
Level 3: Build standards “Switch off lights” comes up in red on the
control panel when engine is shut off
Level 4: Warn about
abnormalities
Bell sounds when car door is opened if lights
are on
Level 5: Stop abnormalities Keys cannot be removed until lights are
switched off
Level 6: Prevent abnormalities Lights are automatically switched off when car
engine turns off
Prevent abnormality – one more common example
Aeroplane lavatory toilets: The light will not come on in the cubicle until the door
has been locked, forcing users to lock the door and preventing other passengers
from opening the door while its occupied. All by preventing a light from turning on.
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9. The Information Gap
• What ?
• Where ?
• When ?
• Who ?
• Why ?
• How ?
• How Many ?
Are these answers obvious as we walk through the facility ?
In a Visual workplace, anyone will know all these in 5 minutes. Go
and see – self assessment.
Visual management help each employee to see the flow of value
and fix problems before / when the flow breaks down.
What Is Happening ?
What should be happening ?
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10. Workplace standards - Visual
• Manufacturing Process – Machine operation, Work Instruction, Set
up procedure, Route card, Loading and Scheduling, OPL, WIP
Control etc.
• Safety - Safety check list, PPE usage, Handling and use of Fire
Extinguishers and Fire Hoses etc.
• Quality – Control Plan, Quality Alert, Control Chart, Inspection
check list, Inspection method etc.
• Maintenance – Preventive maintenance schedule, Troubleshooting,
Cleaning / Inspection / Lubrication / Tightening check list and
schedule, etc.
• WIP Control
• Work Place Organization ( WPO )
• Packing
• Special process Qualification – Welding, Heat treatment, Surface
treatment etc.
• Machine commissioning and trial run
• Colour codes, Directions, Signage, Posters
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11. Some more applications - examples
• Marking the floor and the piping system.
• Marking the materials and products being produced.
• Marking the machines, equipment and production lines.
• Marking the offices, rooms, cells and storage areas.
• Way-finding visuals to help people find the way around.
• Signs such as do not enter and no-smoking signs.
• Using color coded cards and Kanban boards in a pull system.
• Using of boards to prioritize problems and communicate
countermeasures.
• Using of posters and banners to reinforce Lean goals and
principles.
• Using of tracking boards to facilitate communication in multi-
shift operations.
• Using of scoreboards to communicate and track process
metrics in a real time basis. 11

12. Visual control chart
Any printed or hand-written chart that :
• is used for monitoring or controlling, any aspect of Operation
• is posted in plain sight
• very near the place where the actual work is done
• is frequently updated with the latest results
timely enough to effectively respond to problems, not just historical
post mortems
• graphically highlights problems
• has notes clearly articulating the reasons for 'misses'
(differences between expected vs. actual results)
• can ideally be understood at a glance by anyone passing by.
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13. Visual Management Boards
• Should indicate the status of the process
• Should direct the leadership to areas that need support
• Should indicate the actions or countermeasures that are in
process
• Should show normal versus the abnormal, or what is right
and what is wrong
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14. Visual Management – Information centre
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15. Visual Standards - Example
Instrument
Tools for set up
Set up instruction,
SOP
One Point Lesson,
Alerts
Tools for
Processing
with PO, Inspection
Record
Cloth for cleaning
15

16. Standardize
16

17. Safety awareness posters
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18. Visual Management – Shop Floor Control
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19. Visual Management – Inventory Control
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20. Visual Management – Inventory Control
Materials
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21. Visual Management – Production Control
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22. Visual Management – Production Control
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23. Visual Management – Production Control
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24. Visual Management – Production Control
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25. Visual Management – WPO
25

26. Visual Management – Quality
SOPs
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27. # Location Method Criteria Shift Mon Tue Wed Thu Fri Sat Sun
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
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Left Side of
Machine Cabinet
Shop Towell,
and, or, Spray
bottle Free of Grime, Clean
TPM Provisional Cleaning Standard
Date: 9/10/03
Shop Towell,
and, or, Spray
bottle
Shop Towell,
and, or, Spray
bottle
Free of Grime, Clean
Machine: #45 Agathon 250 PA-Plus
Right Side of
Machine Cabinet
7
8
Back of Machine
Cabinet
10
Electrical Cabinet
Doors Free of Grime, Clean
Shop Towell,
and, or, Spray
bottle
Shop Towell,
and, or, Spray
bottle
Free of Grime, Clean
9
Electrical Cabinet
AC Unit Free of Grime, Clean
7 9
8 10
11
# Location Method Criteria Shift Mon Tue Wed Thu Fri Sat Sun
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
X 1 2 1 2 1 2 1 2 1 2 1 2 1 2
Free of grime, clean
3 Door Inside Free of grime, clean
4 Control Panel Free of grime, clean
Shop Towell,
and , or Spray
Bottle
Shop Towell,
and , or Spray
Bottle
TPM Provisional Cleaning Standard
Date: 10/06/03
Shop Towell,
and , or Spray
Bottle
Shop Towell,
and , or Spray
Bottle
Free of grime, clean
Machine: No. 2729 Mazak SQT15 Lathe
Front of Machine
1
2 Door Outside
5
Inside Turning
Center
Wash Down
Hose
Wash down chips
and grime.
6 Top of machine
Shop Towell,
and , or Spray
Bottle Free of grime, clean
1
2 3
4
6
5
Autonomous maintenance - Cleaning
Standards
27

28. Autonomous maintenance - daily
CLIT of Stenter
CLIT : Cleaning, Lubrication, Inspection, Tightening
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29. Visual Control Examples - Gages
Use Autonomation
to stop producing
another defect part
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30. Example – Training aid : Cut Models
30

31. Visual Management – Problem Solving
Team Task Board
Responsible and Agile teams
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32. Implementation Planning
• What should you be tracking ?
• What is happening? What should be happening? How do we
close the gap ?
Standard vs. Actual ? Target vs Actual ?
• What is the benefit of making it visual ?
• How should you display the information ? Where ?
Manual or Electronic
• What will you do with this information?
• How will the information be shared ?
Team Huddles / Gemba Walks
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33. Implementation Planning - Decide list of Visual
aids, to start in Shop floor
• KPIs – Lag : Productivity, iPPM, ePPM, RW, Lead Time, On
Time, Accident Rate, WIP days, MTBF / MTTR
• KPIs – Lead :OEE, Losses, Downtime, Real time Production
quantity ( Daily, Shift, 2 Hourly, Hourly ), Daily Rejection / RW,
Cp/Cpk, Near Miss, First aid, Machine utilization etc.
• Others - Stocks on Line, 2 Bin Control, Weekly Workable work
plan with availability status, PM schedule vs compliance, 5S
audit plan vs compliance, Suggestion/ Kaizen, Next 3 days
Machine loading, Production order status, Multi-skill level and
training plan / status, Shift schedule with skill levels, WPO,
Process audit report, Shift Manning rule, Area layout etc.
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34. Implementation Planning - Decide list of Visual
aids, to start in Shop floor
• Gemba board – Daily update / register, Escalation board.
• On Line – Drawing, Production Order / Route card, Job card,
Set up manual, WI / SOP, Control Plan, Alerts, Inspection report,
Control Chart, Troubleshooting ,OPL, 5S Cleaning schedule and
compliance, Physical reference ( Ok , Not Ok ) sample / picture,
Rejection ( Set up, In process ) / Rework bins / area, 1S area,
Labelling / Identification of every place and item.
• Quick response mechanism to address abnormalities, problems
with SWAT / PIT STOP teams.
• Signage, Directions, Posters, Working range.
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35. Visual Management at Work
• Step 1: Decide what needs to be made visual
• Step 2: Set up a trigger system
• Step 3: Set up a standard for action
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36. Check list - 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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37. In A Visual Factory
• There is nothing extra
• The environment is immaculate, safe, and self-cleaning
• Standards are easy to recognize and abnormal conditions are
easier to correct
• Performance and progress are readily apparent
• Zero Defect is a reality
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38. Summary
• Visual Factory uses displays and controls that enable an
individual to immediately recognize standards and any deviation
from them
• Visual Factory is an important method for improving product
quality and production efficiency while reducing costs
• Workplace Organization + Visual Displays + Visual Controls
= Visual Factory
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For any further clarification, question, reach out to us