The document outlines the 6S methodology, which includes Sort, Set in Order, Shine, Standardize, Sustain, and Safety to improve workplace organization and productivity. It emphasizes the importance of visual management and clear standards to maintain a safe and efficient work environment while driving continuous improvement. The document also discusses the implementation of these principles through team engagement and training to ensure lasting changes.

1. 6S and
the Visual Workplace

2. Creating Stability
4M’s
Visual
Management
6S
• Man / Women
• Machine
• Materials
• Methods
• Visual Displays
• Visual Metrics
• Visual Controls
• Sort
• Set in Order
• Shine
• Standardize
• Sustain
• Safety

3. Maintaining Stability
● Stability starts with Visual Management and 6S’s
● Stability comes from involvement of the 4M’s
● A 6S foundation supports and sustains:
- Standardized work
- Total Productive Maintenance
- JIT (Just in Time) production

4. What is a Standard?
A standard is a clear image of a desired condition.
A standard is a clear image of a desired condition.
● Standards make abnormalities obvious so
that corrective action can be taken.
- A good standard is simple, clear and visual.
- Standards are linked to action and posted at the
point of use

5. Section 1
The 6S’s

6. Workplace Organization : 6S’s
A simple common sense system comprising
of the following steps
● Sort (Organization)
● Set in order (Orderliness)
● Shine (Cleanliness and inspection)
● Standardize (Standard Operating
Procedure-SOP)
● Sustain (Self-discipline)
● Safety S.O.E. (1)
Share information
Workplace organization and standardization
(2)
Share standards
(4)
Alarms
(5)
Stop defects
(6)
Eliminate
defects
(3)
Build standards into the workplace
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7. Building A Foundation
●
● A good 6S condition, in other words, a
A good 6S condition, in other words, a
clean, safe well ordered workplace that
clean, safe well ordered workplace that
talks to you with visual aids is the
talks to you with visual aids is the
foundation of improvement.
foundation of improvement.
The 6S system also establishes discipline in the workplace
The 6S system also establishes discipline in the workplace
that can be used later when additional tools are added.
that can be used later when additional tools are added.

8. Shine (Cleanliness)
Clean everything, eliminate all
sources of contamination, find ways
to keep the workplace clean, adopt cleaning
as a form of inspection, make cleaning
a part of everyday work
Sort
Sort out what is needed and
what is not needed.
When in doubt throw it out!
Sustain ( Self discipline)
Sustain improvements to prevent
backsliding. Stick to the SOP’s
(make correct procedures a habit,
properly train all staff, inspect
the workplace daily)
Safety
Always consider the Safety of the Workplace
Set in Order
A place for everything and
everything in its place. ( Keep everything
that is needed in an orderly fashion so that
Things can be accessed easily)
Standardize ( adherence)
Create the rules by which the first
3Ss will be implemented and maintained
(Make standards so that any abnormality
becomes obvious)
The focus of 6S
activity is to
organize the
workplace
in order to
make it more
productive and safe
The 6S’s

9. The First S
Sort

10. First S : Sort
“when in doubt throw it out”
● Remove all unnecessary items from the work
place.
● Define what is needed to meet production goals
and remove everything else.
● Key tool – Red Tagging
- Item classification
- Item ID and Quantity
- Reason for red tagging
- Work section
- Date

11. Sort Standards
●
● What is needed and not needed
What is needed and not needed
●
● Red-tag targets
Red-tag targets
●
● Red-tag frequency
Red-tag frequency
●
● Red-tag responsibilities
Red-tag responsibilities
●
● Disposal procedures / authority
Disposal procedures / authority

12. Before After

13. After

14. Is this your office?

15. Where is the size Small for my order?

16. Fabric Warehouse in
Roi-Et Tayland

17. First S : Sort and
Red Tagging
●
● A visible way to identify items that are
A visible way to identify items that are
not needed or in the wrong place
not needed or in the wrong place
-
- Establish the rules
Establish the rules
-
- Identify unneeded, misplaced items
Identify unneeded, misplaced items
-
- Attach red tags
Attach red tags
-
- Move identified items to a holding area
Move identified items to a holding area
-
- Red-tag safety problems
Red-tag safety problems
-
- Dispose of truly unneeded items
Dispose of truly unneeded items

18. Red Tag Sample
Name:
Date:
Location of item:
Reason for red tagging:

19. Red-Tag Holding Areas
● Are used for temporary storage
● Should be in a located nearby
● Needs someone to be responsible for it
● Needs to be cleared out often (Weekly?)
● Should be highly visible
● Should be centrally located
● Should be clearly identified
● Should have a clear disposal procedure

20. Red Tag Areas

21. Red Tagging
●
● Set up a red-tag removal location.
Set up a red-tag removal location.
●
● Schedule a red-tag pause
Schedule a red-tag pause
●
● Explore recycling options
Explore recycling options
●
● Set up a capital assets disposal procedure
Set up a capital assets disposal procedure
●
● Measure red-tag volume (make it visual)
Measure red-tag volume (make it visual)
●
● Commit to regular red-tagging
Commit to regular red-tagging

22. Sort
Materials at aisles, stairs, corners are present
Unneeded equipment, tools,
Furniture etc. are present
Unneeded inventory, support materials, parts
Or materials are present

23. The Second S
Set in Order
A place for
everything and
everything in it’s
place.

24. Set in Order Standards
“A place for everything and everything in it’s place”

25. The Second S: Set in Order
● Organize what’s left to minimize wasted
motion.
● Draw to scale the current state of the
physical layout on a Current State Map

26. Set in Order Standards
● What signboards should look like and
where they should be placed.
● What different colors mean
● Where people can walk
● Dangerous areas
● What protective clothing is required
● What equipment signage and footprints
should look like.

27. Examples: Set in Order
Correct places are not obvious for materials Materials are not in their right places

28. Examples: Set in Order
Height limits are not obvious

29. Examples: Set in Order
button
 after
 before

30. Examples: Set in Order
Cupboards for operator personal belongings
 after
 before

31. Examples: Set in Order
Broken needle part scanning with magnet.
Magnets for broken needles.

32. Examples: Set in Order

33. Examples: Set in Order
Storage of markers
on the shop floor

34. Examples: Set in Order
Color-coded trolley to put repair/rework, B/C grades
Supermarket area for cut parts

35. Examples: Set in Order

36. Examples: Set in Order
Specially designated trolley
for elastic (seperated by size)

37. Examples: Set in Order

38. Examples: Set in Order
Sewing threads
Spare machine area –
in front of sewing line

39. Examples: Set in Order

40. Set in Order Suggestions
● Invite team members to inspect Current
State map and comment on:
- Current hassles
- Countermeasures
- Comments
Leave the Map up for one week to invite comments
Leave the Map up for one week to invite comments

41. Example: Area Map
Shelf
Iron-
interlining
Fabric Inspection
numbering
FIRST FLOOR
CURRENT
STATE
Laborato
ry
Sorting
Fabric Lay & Cutting
Fabric
warehouse
Tape
WIPE
Delivery and
shipping
WIPA
WIPB
WIPC
WIPF
WIPD
32m
27m
28m
26m
1.5m
15m
10m
10m 39m

42. Example: Area Map
1 3
6
5
7
2
10
9
12 11
16 15
18
17
20
32
8
34
22
33
Line 2
Folding and
polybagging
SEWING
IRONING
PACKING AREAS
CURRENT-STATE
(STYLE : xxx)
12 m
R R
35
elevator
SEWING LINES
Line 3
Line 1
Stain Removal
EOL Inspection
27
m
irons
Cut
parts
14
13
12.3
m
6
meters
packing
1.7 m
9 m
34m
12.5
meters
1.5 m
4.3
m
23
21
25
19
28
29
26
27
30
31
24

43. Example: Area Map

44. KAIZEN
● Three areas to work on: (Current-State Map)
- Fabric warehouse, Decoration and Sewing
- Use color-coded post-it’s to represent
equipment places (machine, table, stand, etc.)
- Walkways
- Draw Material movement
- Measure distances and indicate
- Inspect for flow, health and safety issues and
any unpleasant suprises.

45. Organize and Apply Colors
● The 3 Keys to Organizing
- Where?
- What?
- How Many?
● Fix Positions
- Equipment – Materials, mark the floor position
- Tools and Gauges – make a shadow board showing outline
- Parts and Materials, - make a grid system that identifies position.
- Show number of units using a visual system identifying
max./min. levels
- Mark walkways, mobile equipment routes, perimeter of opening
doors, health and safety issues.

46. Develop Color Standards
Your objective should be transparency, the location
of everything must be so clear that:
● Anyone can find anything at any time
● Out of Standard situations are obvious to
everyone

47. Visual Systems
● A group of visual devices designed to share
information at a glance.
● Four Visual Systems in increasing power.
- Visual indicator - tells (street signs)
- Visual signal – grabs attention (traffic light)
- Visual control – limits behavior (parking lot lines)
- Guarantee – Allows correct response only (gas station
automatic pump shut off)
“
“develop visual systems that talk to everyone”
develop visual systems that talk to everyone”

48. Set in Order Future-State
● Address comments collected from the team
members
● Respond to each suggestion on posted chart.
● Minimize wasted motion
● Show material flows
● Draw the Future State Map
Leave the Map up for one week to invite comments
Leave the Map up for one week to invite comments

49. Conveyance (in-house)

50. Conveyance (in-house)
Fabric storage trolley
before spreading
Wheeled Trolleys for cut parts, Waste Carts / Bins
Waste trolley for cut parts

51. Conveyance (in-house)

52. Conveyance (in-house)

53. Conveyance (in-house)
Containers are sent to upstairs via conveyor
Carton loading / unloading ramp
Trolley for repair/rework B/C grades

54. The Third S
Shine and
Inspect

55. The Third S: Shine and Inspect
The 6S team must decide:
- What to clean (targets)
- How to clean (methods)
- Who will do the cleaning (part of ea. Job)
- How clean is clean
Develop check sheets outlining what should be cleaned.
Be as specific as you can.
Inspect for sound, smell, vibration, temperature or other signs.
Train team members to solve root cause of cleanliness problems.

56. The Third S: Shine (Cleanliness and
Inspection)
● Clean everything
● Eliminate all sources of contamination
● Find ways to keep the workplace clean
● Adopt cleaning as a form of inspection
● Make cleaning a part of everyday work

57. Shine Examples

58. Shine Examples

59. Shine Examples
Maintenance – shadow board spare parts boxes

60. Shine Examples
Other cleanlines issues (any type) are present
Equipment are not kept clean, dust and oil

61. Shine Examples
Trimmed parts are not allowed to fall down
onto the ground. Elimating dust helps to reduce/
eliminate stains over the product and also
has a positive effect for worker’s health.
Air pipe to clean station at the end of the shift.
Cleaning has become a daily routine task.

62. Shine Examples – Preventive
Maintenance Sheet
MACHINE NAME:................................................................................................................................... DATE:......../...../.......
CODE:............................................................................................
WEEK NO:.................
CHECK POINTS RESP. MON TUE WED THU FRI SAT SUN
THREAD INSTALATION METHOD OP.
RIGHT NEEDLE SELECTION AND CONDITION OP.
CHECK SHUTTLE AND BOBBIN OP.
POWER SWITCH OFF (DURING BREAK AND END OF SHIFT) OP.
DOES BOBBIN WRAP UP PROPERLY WORK? OP.
PUT A PIECE OF FABRIC UNDER MACHINE HEAD (OIL STAINS) OP.
OTHER ABNORMALITIES (Mechanical, Electricity, Pneumatic) OP.
CHECK & CLEAN MACHINE MOVING PARTS (Breaks, after shift) OP.
CHECK # STITCHES IN CM OP.
CHECK OIL LEVEL AND FLOAT OP.
MACHINE CLEANLINESS MA
LUBRICATE MACHINE MOVING PARTS (Button, Piping, Thread Wrap up, Punterez) MA
CHECK BELT TENSION OP.
CHECK CUTTING KNIFE OP.
ARE MACHINE PARTS COMPLETE OVER THE MACHINE? OP.
1500 FRM.03 24.01.2002/00
OP. OPERATOR DONE, GOOD ?
MA MECHANIC BREAKDOWN X
PREVENTIVE MAINTENANCE, CLEANING & LUBRICATION CHECKLIST

63. The 4th S
Standardize

64. The 4th S: Standardize
● The best standards are clear, simple, visual.
Effective standards make the out of standard
condition obvious.
● Example: Shadow Board for Tooling
- What tools should be here
- What tools currently are here
- Who has taken a tool and when they will return it.

65. Example of Shadow Board

66. The 4th S: Standardize
● Create the rules by which the first 3 Ss will be
implemented and maintained:
- Standardize red-tag procedures
- Standardize rules for red-tag holding areas
- Standardize location, number, and position of all
items
- Standardize cleaning/maintenance schedules and
SOP’s

67. SOP’s on Machines at each
process step

68. SOP’s on Machines at each
process step
OPERATION SLEEVE COVERSTITCH
MACHINE COVERSTITCH
STANDARD WIP 1
TIME (sec.)
WORK SEQUENCE 1.TAKE PART 3
2.SEW 10
3.TRIM 7
4.INSPECT 3
5. LEAVE THE PART 2
TOTAL CYCLE TIME 25
TAKT TIME 25
Standard Operating Procedure
8

69. SOP’s on Machines at each
process step
OPERATION ATTACH NECK PIPING & NECK TOP STITCH
MACHINE SINGLE NEEDLE
STANDARD WIP 1
TIME (sec.)
WORK SEQUENCE 1.TAKE THE PART 2
2.ATTACH NECK PIPING 6
3.CUT PIPING 3
4.NECK TOP STITCH 5
5. CUT PIPING 3
6. TRIM 2
6. INSPECT 2
7. LEAVE THE PART 2
TOTAL CYCLE TIME 25
TAKT TIME 25
Standard Operating Procedure
4

70. Standardized Process Sheets
- Standard Cutting Job Orders
- Standard Sewing Instructions/Critics Sheet
- Stadard Charts
- Standard Line Balancing Sheets
- Standard Cell Layout Sheets
- Standard SOP Sheets

71. Standardization
● When we achieve 100 percent adherence to
standards, 50 percent of our problems
automatically disappear.
● 6S must be made a part of our standard work.
Time must be set aside for this activity.
● A score card should be used to measure 6S
condition which has been tailored to our
workplace.

72. Examples: Standardization
Cleaning pad usage for oil leaknening
(break, at the end of shifts)
spare machine clothes, or clothes after shift

73. Examples: Standardization
Discipline – All scissors are tied
Discipline: Metal-Free policy

74. Examples: Standardization
Floors are wiped frequently - Fleece
Cleaning is made daily operator’s task
Preventive Maintenance Sheets are regularly filled in

75. The 5th S
Sustain

76. The 5th S: Sustain
● In order to sustain 6S involvement is the key.
● 6S must belong to all our team members.
● Keys to Success:
- Promotion
- Communication
- Training

77. The 5th S: Sustain
Stick to the S.O.P.’s:
● Make correct procedures a habit
● Properly train all office and factory staff
● Get shared agreement from office and
factory staff about changes and work
habits
● Achieve order in the workplace and run it
by agreed upon S.O.P.’s

78. How to Achieve the Fifth S: Sustain

Practice, practice, practice
 Educate everyone in 6S
 Continuously improve
 Inspect the workplace daily
 Give feedback to operators
 Coach the team
 Facilitate implementation
 Follow the SOP

79. 6S Promotion and Communication
● 6S Report Boards
Targets, current status, “6S catch of the month”,
before and after photographs
● 6S catch of the month
Recognize excellent 6S work
● 6S slogan or logo contests
Involve team members in giving their activity a unique
identity
● 6S core group
This team is responsible from sustaining 6S. Ask for a
volunteer from each plant operating area.

80. Examples: Sustain

81. 6S Training
● 6S training must be incorporated in your overall
Lean Training Program
- Team member: introduction to 6S - 2 hours
- 6S core group members: implementing 6S – 1 day
- Supervisors and managers: implementing 6S – 1 day
“
“6S training has a quick payback and introduces the
6S training has a quick payback and introduces the
language of Lean, and lays the foundation for all future activity”
language of Lean, and lays the foundation for all future activity”

82. Examples: Sustain

83. The 6th S
Safety

84. The 6th S: Safety
● No change should be made that would
jeopardize safety.
● All Kaizen activities must be within the SOE
guidelines.
● Every worker should be empowered to stop the
process if any safety risk is present.
● Safety training should be provided to workers

85. Examples: Safety
Before After
Double light bulbs with caps to ebanle better lighting on the shop floor.

86. Examples: Safety
Before: Steel gloves are not used.
PPE training should be provided to workers

87. Examples: Safety
Needle guards are installed and in use

88. What Managers and Leaders
Can Do?

Make 6S part of the daily work
 Make 6S part of job descriptions
 Reward and recognize good work
 Provide resources
 Be visibly interested
 Make frequent visits to the work area
 Allow time for 6S activities

89. People are the Key
● Remember in implementing 6S:
- Shared agreement occurs at different rates
- People learn at different speeds
- Areas are implemented at different times
● Get everyone involved and keep them involved

90. Tools
● 6S Workplace Scan (Checklist)
- Gives overall view of the factory condition
● Visual Workplace Development Chart
- used to develop visual displays and controls at the
workplace.
- Establishes baselines for current conditions
- Establishes targets for improvement

91. Score Card - Cutting
NO CRITERIA REMARKS SCORE OBSERVATIONS
1 Unnneded/unused markers are scattered around/found
2 markers are not stored neatly ( over tables or on the ground)
3 markers are not easily accessible (no clor-coded, per customered, etc.)
4 fabric rolls are found on the floor
5 Fabric rolls waiting to be layed are not job order sequence. (in front of laying)
6 Cutter driver is out of order and cutter can only be transported to next table manually by pushing
7 Sensros for counting marker ply height are out of order. Operator counts manually.
8 Fabric rolls are not stored in shelves and placed over pallettes on the ground (inside warehouse)
9 Waste bins are notremoved from the area frequently / missing waste bins.
10 Wastes are not being seperated and stored as fabric, paper and polybag.
11 Fabric laying operators cut tapes by teeth ( while laying bottom of fabric rolls). This against worker health.
12 Hourly production output is not monitored ( no data on board) / Lack of cell supervision
13 Floors are not clean, dirty, dusty and full of fabric lints.
14 Delayed orders are available
15 Personal belongigns are around
16 Air orelectricity pipes/plugs are not dressed and lay on the floor.
17 Unneded equipment found (desk, chair, )
18 Supervisor's desk untidy and disorganized. (documents, job orders, etc.)
19 Unneeded/unprocessed job orders waiting on table.
20 Insufficient number of trolleys for cut parts
21 Excessive/leftover fabric inventory is too high and occupies space and shelves/ no regular disposal.
22 Steel gloves are not used by cutting operators. ( during bandknife cutting - though available)
23 Markers are layed over-and-over (over the table) due to limited space and poor cutting efficiency.
24 Fabric relaxing times are not obeyed.
25 Marker ply height are not clearly stated as SOP / not obeyed during laying
26 Job orders are not clear and easily understood
27 KPI Board is not recorded / monitored
28 Plotter room is at far distance
29 No procedure is available for returning leftover fabric back to wrehouse area. (after cutting)
30 Fire hoses and extinguishers or emergency exits are blocked

92. Score Card - General
NO CRITERIA DESCRIPTION SCORE OBSERVATIONS
1
Removing Unnecessary
items
All items not necessary for performing work are removed from the workplace.
Only tools and materials, and jigs are present at work stations
2
Storage of cleaning
Equipment
All cleaning equipment is stored in a neat manner; handily and easily
available when needed.
3 Floor Cleaning All floors are clean and free of debris, oil and dirt
4 Bulletin Board
No outdated, torn or soiled announcements are displayed. All bulletins are
arranged in a straight and neat manner.
5 Emergency Access
Fire hoses and emergency equipment are unobstructed and stored in a
prominenetly, and are easy to locate. Stop switches and breakers are marked
or color-coded for easy visibility
6 Items on Floor
Work in process, tools, and any other material are not left to sit directly on the
floor. Large items which must be positioned on the floor are in clearly marked
areas delineated by painted lines
7 Aisleways Marking
Aisles and walkways are clearly delineated and can be identified at a glance.
Lines are straight and at right angles with no chipped or soiled paint.
8 Aisleway Maintenance
Aisles are always free of material and obstructions.Nothing is ever placed on
the lines and objects are always placed at right angles to the aisle lines.
9
Storage and
Arrangement
Storage of boxes, containers and material is always neat and at right angles.
When items are stacked, the are never crooked, or in danger of toppling over.
10 Equipment Painting All machines and equipment are painted and kept clean by routine care.
11 Equipment Cleanliness
Machines and equipment are kept clean and unsoiled by daily care. Glass
(windows) and work surfaces are kept clean free from contamination. Guards
and sields are used to keep chips and oils from falling on the floor.
12 Equipment Maintenance
The controls of machines are properly labeled and critical points for daily
maintenance checks (e.g. Fluid and lubrication levels) are clearly marked.
Equipment check sheets are neatly displayed and and kept clean and
updated.
13 Tool & Material Storage
Nothing is placed on top machines, cabinets, or other equipment. Nothing
leans against the walls or columns.
14 Document Storage
Only documents necessary to the work are stored at work stations. Such
documents and binders are stored in a neat and orderly manner.
15 Document Control
All documents are labeled clearly for content and responsibility for control and
revision. No unlabelled binders or documents are present. Obselete or
unused documents are routinely purged.
16
Arrangement of Gages &
Tools
Tools, jigs and fixtures are arranged neatly and stored in way that they are
kept clean and free of any risk of damage.
17
Ease of Access to Tools
& Gages
Tools, jigs and fixtures are arranged so that they can be easily accessed
when changeovers or setups are made ( thus facilitating productivity). The
same is true for gages and measuring equipment used to check quality.
18
Arrangement of shelves,
benches, and desks
These are arranged, divided and clearly labeled such that it is obvious where
things are stored and where they should be returned.
19
Upkeep of shelves,
benches, and desks
These are kept free of unused objects, including files and documents. Tools
and fixtures are cleaned before being replaced to proper position.
20 Sustaining 6S
A disciplined system of control and maintenance exists to ensure that each of
the above items are maintained at the highest possible level. It is the
responsibility of management to maintain this system.

93. Score Card - Sewing
NO CRITERIA REMARKS SCORE OBSERVATIONS
1 Unneeded templates are around
2 Unneeded sewing thread bobbins
3 Thread bobbins on the ground
4 Missing labels on cartons/boxes (e.g. Repairs)
5 Sliders missing/broken on overlock machines, waste bins missing
6 Labels found over the table / around
7 Oil leakage from machine pipes
8 Hourly KPI'S are not monitored and recorded (on board)
9 Color coded KPI indicators are not changed/updated hourly
10 Floors are dirty / dusty
11 Broken needle found/evidence over the sewing machine table
12 Ex-garments found on the line though shipment was made
13 Personal belongings exist (mobile phone, bags, jacket, shoes)
14 Water bins are found
15 Air pipes / electricity wires are on the ground and not dressed well
16 Unneeded equipment (table, chair, stands, machine,tools etc.)
17 Waste bins are not clearly placed under the sewing machines
18 Line supervisors's desk untidy (documents, etc.)
19 AD's and Sewing Instructions) are found on the line (they should be at supervisor's desk)
20 Scissors, tweezers are not tied / missing magnets
21 Fire hoses / entinguishers / emergency exits are blocked

94. Tools
How many SOE corrected actions remain to be completed?
How many hazards or danger areas do you have unmarked?
Safety
(self discipline)
Stick to the SOE Policy
How many workers have not had SOE training?
Are all safety exits marked and clearly understood by the workforce?
How many injuries have you had this year in the workplace?
Set in Order
(Organization)
Number of times that personal belongings are not neatly stored
Stick to the rules
How many workers have not had 5S training?
Number of times job aids are not available or up to date
Number of times, last week, daily 5S inspections were not performed
Workplace Scan Diagnostic
Checklist
0
0
0
0
1 Level - 3
None Level - 4
3 or 4 Level - 1
2 Level - 2
Number of Problems Rating Level
5 or More Level - 0
0
0
Category Item Total Score
Distinguish between what is needed and not needed
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Date Rated
Items are present in aisles, stairways, corners, etc.
Unneeded inventory, supplies, parts, or materials are present
Safety hazards (water, oil, chemical, machines exist
Sort
(Organization)
Shine
(cleanliness)
A Place for everything and everything in it's place
Correct places for items are not obvious
Items are not in their correct places
Aisles, workstations, equipment locations are not indicated.
Items are not put away immediately after use
Tools & gages cannot be easily accessed when changeovers or set ups are made
Standardize
(adherence)
Cleaning and looking for ways to keep it clean organized
Floors, walls, stairs, and surfaces are not free of dirst, oil, grease.
Equipment is not kept clean and free of dirt, oil and grease.
Cleaning materials are not easily accessible
Lines, labels, signs, etc. are not clean an unbroken
Other cleaning problems (of any kind) are present.
All standards are not known and visible.
Sustain
(self discipline)
How many times, last week, was daily 5S not performed?
Checklists do no exist for all cleaning and maintenance jobs.
How many items can not be located in 30 seconds?
All quantities and limits are not easily recognizable
Maintain and Monitor the first 3 categories
Necessary information is not visible
Height and quantity limits are not obvious

95. Section 2
Visual Management

96. Creating a Visual Workplace
●
● A Visual Workplace should be
A Visual Workplace should be :
:
-
- Self-explaining
Self-explaining
-
- Self-ordering
Self-ordering
-
- Self-improving
Self-improving
●
● Out of standard situations should be immediately
Out of standard situations should be immediately
obvious and employees should be
obvious and employees should be empowered
empowered
to correct them easily
to correct them easily.
.

97. The Visual Workplace Vision
In a visal workplace anyone
anyone will know these
aspects, of an area, within five minutes :
- Who ? - Where ?
- What ? - Why ?
- When ? - How ?

98. Exercise:
Your Visual Workplace Vision
How would you describe the way your factory or
office should look in terms of:
- The physical environment:
● Cleanliness
● Inventory organization
● S.O.E. compliance
- Product or Process focused
- Understanding the status of individual customer orders:
● Level of completion in the factory
● Location in the factory

99. Visual Workplace Supports
the “Eight Zeros”
• Zero waste
• Zero customer
complaints
• Zero downtime
• Zero defects
• Zero injuries
• Zero delays
• Zero loss
• Zero changeovers

100. The Visual Management System
(1)
Share information
Workplace organization and standardization
(2)
Share standards
(4)
Alarms
(5)
Stop defects
(6)
Eliminate
defects
(3)
Build standards into the workplace
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101. Visual Management Triangle
•Delivery Commitments
•Goals and Schedules
•Management Rules
SEEING as a Group
•Production/Project Status
•Adhere to Timeline
•Inventory Levels
•Machine Availability
KNOWING as a Group
•SOE Requirements
ACTING as a Group
•Consensus on rules and
objectives
•Involvement in
improvement activities
•Adhere to Deliverables
Wall charts support the visual management triangle. They involve the team and
compel action.

102. Section 3
Visual Displays

103. Visual Systems
● A group of visual devices designed to share
information at a glance.
● Four Visual Systems in increasing power :
- Visual indicator - tells (street signs)
- Visual signal – grabs attention (traffic light)
- Visual control – limits behavior (parking lot lines)
- Guarantee – Allows correct response only (gas
station automatic pump shut off)
“develop visual systems that talk to everyone”

104. Overview: Visual Display
 Definition of visual display
Definition of visual display
 Display categories
Display categories
 The need for information
The need for information
 Location indicators
Location indicators
 Types and examples of visual displays
Types and examples of visual displays
 How to implement visual display
How to implement visual display

105. Definition of Visual Display
A method to visually communicate a
A method to visually communicate a
statement of essential information.
statement of essential information.
Examples :
- SOP
- SOE
- Storage locations
- Quality points
- Equipment needs
5
Visual Control
4
Visual Metrics
3
3
Visual Display
Visual Display
2
Workplace Organization
1
Project Identification

106. Examples of Visual Display
 Signboards
 Status boards
 Product displays
 Area maps
 Process maps
 Location indicators
and labels
 Checklists
 Worksheets
 Flow diagrams

107. Location Indicators
● Show:
- What is located where?
- How many should be there?
● They are the first type of
display to be implemented

108. Guidelines for Location Indicators
To indicate locations :
To indicate locations : - Address signboards
Address signboards
- White location lines
White location lines
- Labels
Labels
To set limits :
To set limits : - Red height lines
Red height lines
- Yellow limit lines
Yellow limit lines
- Standard container sizes
Standard container sizes
To indicate danger :
To indicate danger : - Red “danger” signs
Red “danger” signs
- Black and yellow hazard tape
Black and yellow hazard tape

109. Location Indicators

110. Location Indicators

111. Location Indicators

112. Location Indicators

113. Location Indicators

114. Location Indicators

115. Location Indicators

116. Location Indicators

117. Visual Signal

118. Visual Signal

119. Visual Signal

120. Examples of Visual Display

121. Examples of Visual Display

122. Examples of Visual Display

123. Examples of Visual Display

124. Examples of Visual Display

125. Examples of Visual Display
Packing defects

126. Examples of Visual Display

127. Examples of Visual Display

128. Examples of Visual Display
Approved sample posted

129. Examples of Visual Display
How to Inspect? - Apparel

130. Examples of Visual Display

131. Examples of Visual Display
Man in the Shop Floor color-coded

132. Examples of Visual Display
Stain (Pink) Fold & Pack (Brown) Q.C. / Inspector (Red)
Ironer (Yellow) Material Handler (Blue) Operator

133. How to Implement Visual Display
 Identify the categories to focus on based
Identify the categories to focus on based
on factory objectives
on factory objectives
 Identify the problems associated with those categories
Identify the problems associated with those categories
 Identify who needs to see the display
Identify who needs to see the display
 Determine the best location
Determine the best location
 Develop and test the display
Develop and test the display
 Finalize and implement the display
Finalize and implement the display

134. Examples of Visual Display

135. Examples of Visual Display

136. Examples of Visual Display

137. Examples of Visual Display

138. Examples of Visual Display
Finished Product Storage Area
Waiting area for products to be dedected
On-going production products –
Waiting cartons
Metal-Free Zone
Inspected cartons area
Dedected chidrens’s wear

139. Computers vs. Visual Management
●
● Computers are not for group communication, they
Computers are not for group communication, they
lack a public interface.
lack a public interface.
●
● When computers offer expanded visibility (graphic
When computers offer expanded visibility (graphic
displays) they will play a larger role on the factory
displays) they will play a larger role on the factory
floor.
floor.
Information must be
Information must be visible
visible, available
, available where
where it is
it is
needed, and as close to
needed, and as close to real time
real time as possible.
as possible.

140. Visual Workplace Development
Chart
Target Area:
People:
Sort
2. Workplace organization:
Area Baseline Information:
Safety
Measurement
Baseline Data
Sustain
Check List
Shine
Set in Order
Environment
Display method
Quality
Storage
Operations
Audience
Operations
1. Project Identification
Area Purpose/Function:
Team Members:
Photos
Area Map
Identify:
Safety
Tracking
method
Quality Equipment
Location
Equipment
Standardize
Storage
4. Visual Metrics:
3. Visual Display:
Environment
Safety
5 Visual Control:

141. Visual Workplace Development
Chart

142. Section 4
Visual Metrics

143. Definition: Visual Metric
● Visual display of a key
measurement (KPI) indicating the
changing status of any process:
- Supply chain
- Support functions
- Manufacturing
- Product Development
- Quality

144. Overview : Visual Metrics
• Role of Visual Metrics:
– Use data appropriately
– Keys to effective reporting and
analysis
– What people need to make decisions
– Characteristics of “new” measures
• Examples of activity boards
• How to develop visual metrics 5
Visual Control
4
4
Visual Metrics
Visual Metrics
3
Visual Display
2
Workplace Organization
1
Project Identification

145. Don’t collect data if you are
not going to use it!

146. Use Data Appropriately
●
● To keep management and
To keep management and
operators informed
operators informed of
of
progress
progress
●
● To drive and fine-tune
To drive and fine-tune
improvement activities
improvement activities
●
● To educate the
To educate the factory
factory
staff
staff
●
● Display at point of use
Display at point of use
Project Name

147. Examples: Activity Boards

148. Activity Boards

149. Activity Boards

150. Activity Boards

151. KPI’s

152. Info Boards - Sewing
Operator skill chart, Line Layout per style, Line Balancing Sheet, weekly RFT,
productivity reports, CEOE, attendance list, color-coding definitions for shop
floor, 6S Checklist and scores.

153. Plan to Actual Board - Sewing

154. Visual Plan to Actual Board

155. Production Status – Visual KPI’s

156. Info Board (KPI’s)

157. Plan to Actual & Info Boards (KPI)

158. Boards and Visual KPI’s

159. Keys to Effective Reporting and
Analysis
 Involve operators in measurement
Involve operators in measurement
 Provide results to people who can take action
Provide results to people who can take action
 Present results in the appropriate form for audience
Present results in the appropriate form for audience
 Visually link results with spesific improvements
Visually link results with spesific improvements
 Report data in at the frequency required for timely
Report data in at the frequency required for timely
decision making
decision making

160. Role of Visual Metrics in
Measurement

Makes data easy to understand and react to
Makes data easy to understand and react to
 Exposes and explains the waste
Exposes and explains the waste
 Shows improvements made and those
Shows improvements made and those
left to implement
left to implement
 Doesn’t rely on written language to
Doesn’t rely on written language to
communicate information
communicate information

161. Characteristics of the
Performance Metrics
 Change over time
Change over time
 Are simple and easy
Are simple and easy
to use
to use
 Provide fast feedback
Provide fast feedback
 Foster improvement
Foster improvement
 Directly relate to strategy
Directly relate to strategy
 Are non-financial measures
Are non-financial measures
 Vary between locations
Vary between locations

162. Managers Look at Trends:
Factory- wide Performance
Actual
Target
Target
Time
B grade, C grade, Rework Costs

163. Can Problems be Solved Effectively
with This Data?
0
5
10
15
20
25
30
35
40
Day 1 Day 2 Day 3 Day 4 Day 5
Produced
Good
B grade rework

164. Can Problems be Solved Effectively
with This Data?
Defects Found
0
5
10
15
20
25
30
Stain Skipped
Stitch
Label Needle Hole Dropped
Stitch

165. Decide: When You Develop
Visual Metrics
 What needs to be measured
What needs to be measured
 Who the user will be
Who the user will be
 How to keep track of the details
How to keep track of the details
 How often to take the data
How often to take the data
 Who will do the tracking
Who will do the tracking
 How to display the data
How to display the data
 Where to locate the display
Where to locate the display
 Where is data needed / useful
Where is data needed / useful

166. End of Line Inspection Report
2.7%
0.3%
0.0%
1.0%
0.1%
1.1%
1.7%
0.0%
0.1%
0.0%
0.0%
0.6%
0.0%
3.8%
4.2%
0.5%
0.0%
0.0%
0.0%
0.1%
0.9%
3.1%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
Defect
Rate
(%)
Defect Type
EOL Report (Week 51) -
Factory-wide

167. KPI’s

168. Section 5
Visual Control

169. Overview: Visual Control
● Definition of visual control
● Levels of control
● How to develop visual controls
5
5
Visual Control
Visual Control
4
Visual Metrics
3
Visual Display
2
Workplace Organization
1
Project Identification

170. Definition: Visual Control
● Visual controls are methods and
devices that alert employees that
specific actions need to be taken.
- Undesirable condition in the process
- Schedule production activities
- Safety issues (SOE)
- Inventory status

171. Levels of the Visual Workplace
(1)
Share information
Workplace organization and standardization
(2)
Share standards
(4)
Alarms
(5)
Stop defects
(6)
Eliminate
defects
(3)
Build standards into the workplace
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172. Example: Visual Control
Designated places for finished products at the end of sewig lines

173. Example: Visual Control
Designated places for cut parts trolleys in front of sewing lines

174. Example: Visual Control
Designated places for cartons at the end of sewing lines

175. Example: Visual Control
Supermarket Area

176. Example: Visual Control
Ground marking for Carton Pallettes

177. Example: Visual Control
Color-coding system – Cut parts polybags to be sent
to different factories / subcontractors / satellites

178. Example: Visual Control
Repair
To be Inspected
Inspected - Good
Rework – Stain/Dirt

179. Example: Visual Control
Standard Containers

180. Levels of Visual Control for Switching
off Automobile Lights
Clearly labeled
light switch
Instructions are
in manual
Instructions
posted on dash
board
Bell sounds if
door is opened
Device prevents
key removal
Lights switch off
when engine is
turned off

181. Steps of Visual Control
1. Define the problem
1. Define the problem
2. What needs to be controlled ?
2. What needs to be controlled ?
3. What is the desired result ?
3. What is the desired result ?
4. Identify facts / information
4. Identify facts / information
5. Evaluate improvement ideas
5. Evaluate improvement ideas
6. Test ideas for implementation
6. Test ideas for implementation
7. Implement & measures results
7. Implement & measures results

182. Visual Control Step 1:
Define the Problem
• Workplace
Workplace
environment
environment
• Safety
Safety
• Storage
Storage
• Production
Production
• Equipment
Equipment
• Quality
Quality

183. Visual Control Step 2:
What Needs to be Controlled?
● For the category you selected, decide what
needs to be controlled
● Write the items on a card
● post them on the development chart
● Control cards should be: Pink

184. Visual Control Step 3:
What is the Desired Result?
● Set a target result for what needs to be
controlled
● Be specific; quantify if possible
● Ask: When we achieve the desired
control level, what will be the tangible
benefit?
● Write the target on a card
● Post it on the development chart
● Target cards should be: Pink

185. Visual Control Step 4:
Identify Facts and Information
● Information needed for problem solving by
the team.
● Collect information from the problem area
employees.
● Identify current standards or lack of
standards
● Evaluate adherence to standards
● Gather feedback on operations and activities
● Fact cards should be: Yellow

186. A Review: Card Writing Guidelines
● Write only one activity, fact, or idea
per card
● Be specific and clear
● Use a full sentence, not a phrase or word
● Sign and date the card
● Write clearly so that others can understand
what you write

187. Visual Control Step 5:
Evaluate Improvement Ideas
● Brainstorm ideas about how to control each
activity and post ideas on a chart
● Evaluate the control level and potential impact
of each idea
● Idea cards should be: Blue

188. Visual Control Step 6:
Test Ideas for Implementation
● Decide which ideas to use
● Determine time-line
● Assign responsibilities
● Get authorization
● Check guidelines for effective implementation
● Test Ideas

189. Visual Control Step 7:
Implement and Measure Results
● Compare actual results to expected outcomes
(Visual Metrics)
● Implement improvement as part of daily work and
include in SOP’s
● Implementation cards should be: Pink

190. Visual Controls Can:
 Communicate needed information clearly
 Show standards clearly
 Control targeted bahavior / process
 Require little cost to implement
 Be easy to implement

191. Exercise: Visual Controls
● What are examples already in use for :
- Visual Controls
- Visual Metrics
- Visual Displays

192. Managers and Supervisors
● Draw an area map for your department:
- Label the location of each item and elements
of processing (operations, movements, stores,
inspections)
- Show the flow of material and people by using
arrows
● Complete the workplace diagnostic checklist
● Identify additional baseline measures
● Collect baseline data

193. Visual Display and Controls
1. Man in Shop Floor
Who Color
Operator pink
Line Supervisor white
Ironer grey
Inspector In-Line / EOL (Q.C.) light green
Packing light blue
Mechanic yellow
Material Handler red
 Colors can be determined by your own staff

194. Visual Display and Controls
2. Materials
What Color
Materials before processing blue
Materials after processing green
Defects, rework, off grade, waiting red
Corridor, aisles, working area yellow
Other movablearticles: e.g. Empty boxes,
trolley, stands etc.
picture
 Pictures related to Color-coding standards can be taken
and posted on a board for training purpose

195. Visual Display and Controls
3. Operating Stations
What Color
Material shortage / Load material
Unload Finished Goods
Defects, quality problem that needs help from Supervisor
Machine Breakdown
Style Changeover

196. Visual Display and Controls
4. Production Status
Metrics Criteria Symbol
Output (pcs/hr)
Output >= 110,000
100,000 =< Output < 110,000
Output < 100,000
Quality (%)
RFT>=97%
95= < RFT <97%
RFT < 95%
Work-in-Process
(WIP)
WIP =< 40 pieces
40 <WIP =< 60
WIP >60 pieces

197. Visual Display and Controls
Metrics Criteria Symbol
OEE (%)
OEE >= 85%
80% =< OEE < 85%
OEE < 80%
 These symbols and figures can be posted on a 90 cm * 60 cm
board (film, slide)