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1. VISUAL FACTORY

2. Elements of the Visual
Factory

3. Levels of the Visual
Factory
WORKPLACE ORGANIZATION
Share Information
Share Standards at the Site
Build Standards into the Workplace
Warn about Abnormalities (Build
in alarms)
Stop Abnormalities
(Prevent defects from moving
on)
Prevent
Abnormalities
(Error-Proof)
1
2
3
4
5
6
Sort, Set, Shine, Standardize, and Sustain
Workplace Organization

4. Strategies of Control
Just-In-Time Information
Source Inspection
The Three Actuals:
– Place
– People
– Process
Visual Language

5. Strategies of Control:
The 3 “Actuals”
To be effective, process control, inspections, and
information sharing must be understood in terms
of The 3-Actuals:
– The actual place an operation occurs;
– The actual people in that place; and
– The actual process occurring in that place.

6. ERROR PROOFING

7. Prevention
• Product/Process Design
• One-Way Assembly
Detection
• Operator Motion
• Process Attributes (voltage, current)
• Physical Characteristics
(use of contact/non-contact switches,
use of pins, jigs)
Human Judgment
 Andon Cord
 Color Coding
 Visual Controls
 Status Indicators
Source
Inspection
Self
Inspection
Successive
Inspection
Hierarchy Of Error Proofing
Techniques

8. Error Proofing Devices
Purpose
– Completely eliminate defects.
Respect for people
– Relieves workers of constant attention to
detail, highlights problems
immediately.
100% source inspection through
mechanical or physical control

9. STANDARDIZED WORK
&
TAKT TIME

10. STW Definition
Standardized Work
– Document of the current agreed upon best
method to safely make a quality product,
efficiently.

11. STW is a Baseline
STW serves as a foundation for Continuous
Improvements.
Supervisors promote Continuous
Improvement whenever a problem is
discovered.
All workers use STW once it is implemented.
Post at line-side, naming the best method for
Visual Factory.

12. TAKT Time
TAKT Time
The production time available.
divided by The number of production
units required by the customer

13. Cycle Time
Cycle Time
The time it takes to process 1 unit.
This includes human & machine work
and walking & waiting time.
Measured by taking the average time
measured over a representative
sample size.

14. TOTAL PRODUCTIVE MAINTENANCE

15. Four Stages of TPM
1. Corrective (Reactive) maintenance
2. Preventive maintenance
3. Predictive maintenance
4. Total Productive Maintenance
Corrective Maintenance
+ Preventive Maintenance
+ Predictive Maintenance
= Continuous Improvement In Maintenance

16. Total Productive Maintenance
• Unplanned downtime vs planned
downtime
• Overall Equipment Effectiveness (OEE)
Setup-reduction
• Average setup time less than 10 minutes
Mistake proofing
• PPM defects 0 defects
We Should be Benchmarking World-Class
Manufacturing Companies

17. TPM : Key Measurables
1. Overall Equipment Effectiveness (OEE) = A x E x Q.
• Availability (A), 1.00 - Planned Downtime & Setup
Losses
• Efficiency (E), 1.00 - Unplanned Downtime & Speed
Losses(Stoppages)
• Quality (Q), Pieces produced minus scrap and rework,
as a fraction
• Example OEE = A x E x Q = 0.80 x 0.89 x 0.98 = 0.70
Many of the companies who are benchmarked have
OEE’s of over 0.85

18. SUSTAINING LEAN
LEAN STARTS WITH RULES NOT
TOOLS
THE FOUR RULES
– 1. Structure every activity
– 2. Clearly connect each customer
and supplier
– 3. Specify and simplify every flow
– 4. Improve through experimentation
at the lowest level possible -
towards the ideal state

19. LEAN SYSTEMS
The 5 Principles
SYSTEMATIC
WASTE
ELIMINATION
ESTABLISH AGREEMENT ON WHAT AND HOW
Directly Observe Work as
ACTIVITIES, INTER-CONNECTIONS AND FLOW
ACTION
REFLECTION
Create A
Learning
Organization
SYSTEMATIC
PROBLEM
SOLVING
THE 4 RULES OF LEAN