Visual Management

© Operational Excellence Consulting. All rights reserved.
Visual
Management

© Operational Excellence Consulting. All rights reserved. 4
Contents
• Introduction
• 5S - The foundation
for a visual workplace
• Types of visual
management
Visual display
Visual metrics
Visual control
• Mistake-proofing
• Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
cycle time
Kanban
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What is Visual Management?
• Visual management is the concept of making a
workplace more effective by making the current
condition of a workplace obvious at a glance
• Visual Management enhances the smooth flow of
information by using visual and audio signals
instead of texts or other written instructions
• It includes a set of techniques that makes operation
standards visible so that people can follow them
more easily
• These techniques expose waste so that it can be
prevented and eliminated

Many Forms of Visual Communication
• The distinctive aspect of visual communication is
that it is intended for a group. This helps people
to pull in the same direction.
• Visual communication can be:
A sign
A label
A photograph
A display
A trend chart
A color scheme
Whatever serves the purpose

5 Disciplines for a Successful Visual
Management System
Disciplines Description
Project
identification
• Define implementation areas and establish current
conditions and baselines
Workplace
organization
• Implement the 5S as a strong foundation
Visual display • Create a visual communication system providing the
right information in the right format at the point of need
Visual metrics • Quantify the path to targets for success
Visual control • Create an error-proofed environment to promote easy
adherence to standards

1S : Sort
• Principle
Stratification management
• Meaning
Separate the necessary
from the unnecessary
Get rid of what you do not
need
“When in doubt, move it out!”

4S : Standardize
• Principle
5S standardization
Visual management
• Meaning
Establish standards and guidelines,
and make them visual
Maintain the workplace at a level in
which deviations become obvious
“If you can’t see, you don’t
know; and if you don’t know,
you can’t control.”

Examples of 5S Visuals
Stocking fixtures
Mark your shelves, flow racks,
totes, and other stocking fixtures
with industrial labels that are
large enough to read at a
glance.
Source: Brady 50 Lean Visuals Pocketbook
Inside and outside of
drawers, cabinets and
toolboxes
All drawers, cabinets, toolboxes,
and other organizers should be
marked on the outside to clearly
indicate what is contained
within. Also mark the inside of
your storage compartments to
clearly identify where each item
is properly stored.
Rejects or materials on hold
for QA
Mark parts and products that
need to be inspected, or that
have been inspected and have
been rejected as defective. It is
recommended the color orange
be used to indicate that
inspection is needed before use;
red can be used to indicate if the
product has been rejected.

Three Types of Visual Management
Visual
Displays
Visual
Controls
Visual
MetricsThis document is a partial preview. Full document download can be found on Flevy:

Visual Display
• Labels that make it perfectly clear where things
belong and what the procedures are
• Labels are not generally for the people who
work in a area, but for others who are new to the
area, or for those might need to know things
about the area

Examples of Visual Display
Hazardous areas or
equipment
Use a black and yellow striped
marking as a border around any
area or piece of equipment
where employees may be
inadvertently exposed to a
special hazard. The black and
yellow border indicates that
special caution should be
exercised when entering and
working in the area. Source: Brady 50 Lean Visuals Pocketbook
Point-of-need safe work
instructions
Hazard warnings and safe work
instructions should be posted at
the point of need - right where
the hazard exists for your
employees.
Safety and fire protection
equipment floor markings
Use red and white striped floor
tape to mark off the areas in
front of safety equipment and
firefighting equipment that must
be kept clear, per OSHA
requirements.

Andon is a powerful and effective
communication tool
• Bring immediate attention to problems as they occur
• Provide a simple and consistent mechanism for
communicating information
• Encourage immediate reaction to quality, downtime and
safety problems
• Improve accountability of operators by increasing their
responsibility for “good” production and empowering
them to take action when problems occur
• Improve the ability of supervisors to quickly identify and
resolve manufacturing issues

Visual Metrics

Visual Metrics - TPM Scorecard
Staff SuggestionsAccidents
1990 1991 1992 1993
0
1
2
3
4
5
Accidents/Year
Better
'90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9
200
400
600
800
1000
1200
PPM
Better
1990 1991 1992 1993
0
20
40
60
80
100
Suggestions/Year
Better
'90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9
80
85
90
95
Percent, %
Better
Defect Rate Delivery Performance

Visual Controls

Visual Controls
• There are six levels of Visual Controls:
Level 1: Share information
Level 2: Share standards
Level 3: Build the standards into the workplace
Level 4: Use alarms
Level 5: Stop defects
Level 6: Eliminate defects
• Levels 4-6 are also known as mistake-proofing

Examples of Visual Control
Color codes for project status reporting
TPM fuguai tagging
Labeling of disposal bins
Color-coded lubrication container station

How to set up a visual control system
1. Identify the information you want to be known
or the mistakes you want to prevent
2. Design a simple, visual way of displaying and
controlling this activity
3. Test the method – seek feedback from those
involved
4. Train everyone to ensure they are able to use
the mechanism provided
5. Regularly review and improve

Mistake-proofing
• Mistake-proofing refers
to techniques that
make it impossible to
make mistakes
• Also known as Poka
Yoke in Japanese
• Mistake-proofing helps
people and processes
work right the first time

Wrong
Orientation
Right
Orientation
When to Use It?
• It is a technique and a tool that can be applied to
any type of process be it in manufacturing or the
service industry
• Mistake-proofing can be used wherever
something can go wrong or an error can be
made
58

Examples of Mistake-Proofing (1)
Positive stop
An example of a positive stop is on
machinery that requires operators
to perform a safety task before
starting the machinery. To activate
the power to the machine, the
operator must first close the hood.
Other examples include blenders,
washers and microwaves that stop
when their door is opened to
prevent operator injury or damage
to the equipment.
Dispensing equipment
When fast-food restaurant
employees are filling a bag of
fries, customers will be unhappy
if the bag is too little, but if it is
too much, the company loses
money. With a dispenser such as
the french-fry scooper, the
amount of fries can be
controlled. This tool ensures that
bags of fries are slightly
overflowing without being too
generous.
Alternative use of resources
A common problem with bottles
is the difficulty in controlling the
flow and amount coming out
from the bottle. To minimize
wastages, gravity is used to
make sure that customers get
even the last drop of products,
such as ketchup, shampoo and
toothpaste by putting them in
upside down bottles.

Examples of Mistake-Proofing (4)
Highlight
The goal of this technique is to
make something obvious so that
it stands out and will be noticed.
Some web pages will highlight
the information you have to enter
before submitting a form.
Multipage documents that require
multiple signatures are usually
highlighted with arrow-shaped
sticky notes that say “sign here.”
Document control
Document control is critical to
mistake proofing because similar
to a checklist, it provides a
procedure to follow. Often the
absence of policy or procedure
leads to variation and different
customer experiences. Process
repeatability can be improved
after training and deployment of
the new procedure.
Trend prediction
Trend analysis can be explained
as the observation of history in
order to predict the future. The
use of trends can forecast failures
before they happen. This is a
control method called statistical
process control. It is effective in
anticipating errors before they
occur by measuring observed
variation versus expected
variation in the process.

7 Steps of Mistake-Proofing
Select Process
Define Problems
Prioritize
Opportunities
Find Root Causes
Create Potential
Solutions
Select / Implement
Solutions
Monitor /
Standardize

Other Visual Tools
• There are other Lean tools which are also used
as visual management tools. They include:
Red tagging
Activity board
A3 storyboard
Standard work chart
Kanban
Single point lesson
Takt time versus actual

When to Use Red Tags?
• If you need more visual control over your sorting
process
• The area is very large
• There are many employees or multiple shifts
and you want to effectively communicate which
items have been deemed unnecessary
• The sorting process will take an extended period
of time and you need to keep track of which
items are unnecessary

How to Conduct a Red Tag Sort Event:
Starting the 5S Sort 1
• 5S team members should move from workstation to
workstation tagging items and removing them to the
sorting area
• Fill out every tag as noted above before the item is
removed from the workstation
• All drawers and cabinets should be sorted by those who
work there with the help of a 5S team member
• The goal of the sort event is to clear the workplace of
anything that does not belong so be ruthless when
tagging items

How to Conduct a Red Tag Sort Event:
Learn from the Sort Event
• During the sort event have your employees and
management come look at both the piles of red tagged
items and the newly sorted workstations. Impress upon
them that the red tagged items represent a waste of time
and money.
• Hold a sort event every month since items tend to
accumulate
• 5S team and management should meet to review after
each sort event
• Review the log book for out-of-place items

Basic Elements of an Activity Board
• An activity board is more than just a bulletin
board or notice board
• It is a guide to team activities an should contain
the basic elements:
1. What are we going to do? (Theme)
2. Why are we going to do it? (Vision)
3. How far are we going to go? (Targets)
4. How are we going to do it? (Method)
5. What is the sequence and timing of actions? (Schedule)
6. Who does what? (Roles)
7. What results do we expect? (Assessment)
Key TPM Tools

Objectives
TPM Progress Line-2People
Action Plan
Results
OEE
Updated on XX/XX by NB
Breakdowns/month
Process failures/month
The Schedule
The achievements
The Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
Example of Activity Board for TPM Activities
Key TPM Tools

Examples of Activity Board (2)
A4 boards
A4s are documents that can assist with problem
resolution. They document the root cause
analysis and outline the countermeasures that
were put in place to correct the problem. It can
be very beneficial to display this type of
information to promote visibility and input from
a larger group.
Kaizen idea boards
A kaizen idea board keeps employee suggestions
and follow-up actions visible to both managers
and employees. In this example, kaizen ideas are
written on Post-It notes, placed in the large box
on the left, and reviewed by managers at a
regular time interval (i.e. every day, every
week). They are prioritized using the 4-box
block, and up to 3 ideas are acted upon at a
time. Source: Brady 50 Lean Visuals Pocketbook

Activity Board & Daily Standup Meetings
Agenda
• Yesterday’s issues
• Lessons learned
• Manpower status
• Update from top management
• Lean/Kaizen activities
• Today’s target & actions
Key TPM Tools

A3 Storyboard
• A3 storyboard is a one-page story about the
logical thinking process to “grasp the situation”
• As a visual tool, it helps people to understand
the process used and establishes vital points
• Four types of A3:
Problem solving
Proposal
Status
Informational
• Based on the PDCA format

Underlying Principles of A3 Thinking
1. Alignment to strategic goals
2. Kaizen
3. Frontline decision making
4. Cost consciousness
5. Process management
6. Teamwork and communication
7. A process to develop people

Example of A3 Storyboard
Source: Lean Enterprise Institute

Key Points for A3 Storyboarding
• Make your story flow in a logical sequence.
Include only points needed to tell the story.
• Clarify the accuracy of the data used.
• Use graphs and visuals to tell your story when
possible.
• Use bullet points – be specific, avoid specialized
language.

What is One-Point Lesson?
• One-point lesson is a 5-10 min self-study
visual lesson drawn up by team members
• Lesson covers a single aspect of equipment or
machine structure, functioning, cleaning,
lubrication, inspection or tightening method
• Is a highly effective visual tool because it is short
and focused on a topic
Key TPM Tools

Types of One-Point Lessons
1. Basic Knowledge
Lesson
2. Examples of
Problems
3. Examples of
Improvement
• Training tool designed
to fill in knowledge
gaps
• To ensure team
members have
consistent knowledge
they need for daily
production
• Lessons are focused
on equipment
subsystems, safety
points, or basic
operating information
• Based on problems
that have already
occurred, these
lessons are designed
to communicate
knowledge or skills to
help operators prevent
similar problems from
happening in the future
• To ensure that
successful
improvement ideas are
used widely, these
lessons present what
needs to be done to
prevent or correct
equipment
abnormalities
• It describes the
approaches, actions,
and results of specific
improvement projects
Key TPM Tools

Examples of One-point Lesson
One point labels
One-point lessons are typically depicted as
standard letter size documents. However,
they are even more effective the critical
information is condensed onto a label or
set of labels. The information can then be
posted right at the point of need – exactly
where your employees can benefit from it.
One-point lessons
If employees are struggling to
remember one step in a
procedure, consider creating a
“one point” or “single point”
lesson. A one-point lesson is
different from a typical procedure
in that it focuses on one critical
point.

What Is Standard Work?
• Written for operators or the frontline staff
• Kept visible in the the work area, e.g. near an
operator’s machine or work station
• Documented using lots of visuals and pictures
instead of narrative text
• A reference for use in the real workplace
outlining the actions to be performed, any
needed tools, materials, work flow, and work
pace expected at that position

Ideal Conditions for Standard Work
• Work point of view
Work is centered around
human motion
Work is done the same way
each time
Small variation in work
content
• Equipment point of view
Minimal trouble with
machines
Minimal fluctuation in
production volume
• Quality point of view
Minimal trouble in process
quality
Minimal trouble in parts and
material

Checklist for Daily Operator PM
1. Check coolant level through clear Plexiglas
2. Check heat exchanger fans
(strings should be moving)
3. Check servo drive fans
(string should be moving)
4. Check heat exchanger air filter
(change when dark)
5. Check servo drive air filter
(change when dark)
6. Check way lube reservoir
(add when low)
7. Check main motor air filter
(change when dark)
8. Check main motor cooling fan
(string should move)
9. Check mist collector motor and air filter
(change when dark)
10. Check bar feeder hydraulic motor air filter
11. Check bar feeder hydraulic oil level
(add when low)
Example: Checklist for autonomous
inspections
Autonomous Maintenance

Takt Time
• Takt time is the rhythm
of production in
harmony with the pulse
of customer orders.

If Takt Time and Cycle Time are not the same, an imbalance
exists in the operating system
If Cycle Time is less than or equal to Takt Time, production will
satisfy customer demand
If Cycle Time is greater than to Takt Time, production cannot
satisfy customer demand
Takt Time and Cycle Time
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time (60 sec)
Step A4
10
20
30
40
50
60
0

Kanban

5 important steps in creating visual
controls
1. Determine the locations where parts and products
are stored between processes and mark them
clearly. Indicate the storage location of the
kanban.
2. Erect andon to signal when the line is stopped for
defects or difficulties on the line, and as signals for
replenishment of parts.
3. Place a kanban above the cell or production line to
indicate what work is in process, the status of
preparations and so on.

Examples of Production & Inventory
Control Visuals
Maximum level indicators
Visuals can reinforce stock limits and
highlight overstock situations. It can
help you avoid unnecessarily high
inventory levels, which tie up capital
that could be used more efficiently
elsewhere.
Minimum level indicators
Visuals can also show the point at
which stock should be reordered. If
the stock falls beneath the green line,
employees know that they need to
reorder to ensure that replacement
stock can be delivered before they
run out.
Tri-color material pull indicators
Tri-color indicators can be used to
indicate when stock is beginning to
get low. They provide advanced
warning to material handlers that
restocking will be needed soon. In
this example:
• Green signals a healthy stock
• Yellow provides a warning that
the stock is getting low
• Red indicates that resupply is
needed immediately

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Example of Visual Controls
Source: Society for Maintenance & Reliability Professionals
TPM Foundations

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