This document discusses visual management techniques used in lean processes. It begins by outlining an 8-step process for improvement and listing common lean tools. It then defines visual management as using visual displays and controls to provide immediate information to guide decisions and work. Examples of visual management in industries and workplaces are presented, such as andon boards, color coding, lines of visibility, and kanban cards. The power of visual cues through various indicators, organization, and displays is explored.
The aim of this presentation is to provide a brief overview of the SCRUM Agile Methodology, and to give organizations an idea of how SCRUM may affect the traditional development of requirements and deliverables.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
1. UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Module 42
Visual Management
UNCLASSIFIED / FOUO
2. UNCLASSIFIED / FOUO
CPI 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. 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. 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
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. 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. 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. 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. UNCLASSIFIED / FOUO
Examples of VM in the workplace
Improved safety
Clear visible guidelines ensure safety is paramount
in everybody's minds in the workplace. Safety in the
workplace improves welfare of employees and
increases morale.
Meeting point
UNCLASSIFIED / FOUO 10
11. UNCLASSIFIED / FOUO
Examples 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. 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
20. UNCLASSIFIED / FOUO
World 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. UNCLASSIFIED / FOUO
Process Control Tools
Some Communication Tools:
Scheduling Boards
Takt boards
Issue boards
6S boards
Kanban Cards
UNCLASSIFIED / FOUO 21
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. 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. 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. 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. 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. 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. 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. UNCLASSIFIED / FOUO
Takeaways
Simple communication
Exceptions to standards evident
Easily understandable
Continuously updated
Accessible to everyone
UNCLASSIFIED / FOUO 29
30. UNCLASSIFIED / FOUO
What other comments or questions
do you have?
UNCLASSIFIED / FOUO 30