Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control are means, devices, or mechanisms that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Issues with communication are commonly stressed as one of pain points in project teams. We often react trying to formalize communication setting a lot of rules and expecting it would solve the problem. Unfortunately it doesn't really work.
It because the real reason isn't lack of will to share information among a project team but burden attached to it. If we were able to make communication easy and nonintrusive for both those who share and those who receive information it would be a great tool to improve information flow and, as a result, organization as well.
And this is where visual management comes to the rescue. A set of simple tools: whiteboard, markers and a set of sticky notes can help to solve many of communication issues we face. What more flexibility and cost of such simple means is no match for any software, which makes them a perfect investment. Are you ready to pass on such a powerful tool?
The presentation will show a set of different real-life problems pointing how visual management can help in solving them. The session will also describe why and when the method works successfully.
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control are means, devices, or mechanisms that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Issues with communication are commonly stressed as one of pain points in project teams. We often react trying to formalize communication setting a lot of rules and expecting it would solve the problem. Unfortunately it doesn't really work.
It because the real reason isn't lack of will to share information among a project team but burden attached to it. If we were able to make communication easy and nonintrusive for both those who share and those who receive information it would be a great tool to improve information flow and, as a result, organization as well.
And this is where visual management comes to the rescue. A set of simple tools: whiteboard, markers and a set of sticky notes can help to solve many of communication issues we face. What more flexibility and cost of such simple means is no match for any software, which makes them a perfect investment. Are you ready to pass on such a powerful tool?
The presentation will show a set of different real-life problems pointing how visual management can help in solving them. The session will also describe why and when the method works successfully.
Information visualization techniques and the visual workplace play a fundamental role in creating visibility and helping build transparency and trust among Agile teams. Come learn how you can apply Visual Management tecniques to improve the way you work!
OEE Toolkit is powerful OEE software that puts your production team in the drivers' seat. You can collect data in an intuitive and flexible manner with RemoteCollect. Our powerful data capturing software (RemoteCollect) is the heart of the OEE Toolkit. All data can be visualized instantly for operators at the machine or even globally via web-based dashboarding. Real-time monitoring allows immediate knowledge and understanding.
Next, OEE Toolkit visualizes and analyzes your losses. We have designed OEE Toolkit to work for management and operators alike enabling you to both automate your OEE and ensure commitment throughout the company. To the point and powerful analyses will tell you how to interpret your losses and where to start improving production's effectiveness for Continuous Improvement at your plant.
OEE Toolkit is powerful, easy to use, and fully implemented within a few days.
OEE Toolkit - clear, insightful information to minimize your effort and maximize results.
Website: https://fullfact.com/
Contact: sales@fullfact.com
Communication in the workplace is all to often ignored. We all assume we know how to do it well even though it's the simple things we forget to do. This slide set is a breakdown of the important aspects of communication.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith delivered at Agile Encore 2013 in Melbourne on 14 November 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
#1 PPT - Improving Business Performance with Visual ManagementRhonda Kovera
What if you could improve safety, throughput, cycle time, productivity, and operating expense - all in a single glance?
Learn how Visual Management:
•Creates a safe and organized Workplace Structure
•Drives Process Improvement, instinctively
•Generates Employee Engagement through problem-solving
Explanation of what OEE and what the Six Big Losses are. Contermeasures to reduce the six losses. Calculation of OEE and six loss. How the XL800 tool can help you measure the components of OEE.
Take 5S to the "Next Level" in the office!
This is an overview of a Team handbook that guides individuals and teams on how to take 5S to the next level. It provides different methods of cutting the clutter out of every day business processes while establishing a foundation for operational excellence.
Level 1: "5S Basics" Introduction to the basics of 5S and how to apply to an office area ( Cubicles, desks, meeting rooms, paper files, etc).
Level 2: " The next Level" This section will guide the team in applying 5S to "Information Clutter".(e-mails, files, reference notes, unused applications, and Company website)
Automated OEE data collection systems remove the inaccuracies, inefficiencies and bias of manual data collection and data entry, enabling manufacturers to more reliably collect important production data needed to make operational decisions. Production tracking software systems, like ShopFloorConnect, track uptime, downtime, the reasons for downtime, production rate, and piece part counts (when applicable). Running an automated shop floor data collection system is like having a team of manufacturing engineers doing a detailed efficiency study of the entire factory - all the time.
Make the invisible visible - Visual management in agile product developmentHåkan Forss
Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories.
To create a common and shared understanding in knowledge work we often need to make the invisible visible.
During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.
My first presentation on 5S, I used it in a very heavily unionised Magazine Printers in England. It helped break the ice, build rapport and to identify issues that needed fixing.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Visual Management
• Visual Management is a set of techniques for creating a
workplace embracing visual communication and control
throughout the work environment.
• The visual management philosophy is underpinned by the
view that ‘what gets measured & displayed gets done’
• It makes it easy to understand the processes which have
been put into place
3. Visual Management Goals
• Make everyone’s job easier
• Give all associates a high degree of ownership in
their work, and pride in their workplace
• Increase communication by making information
easier to understand
• Improve company overall success
7. How do we create Visual
Management?
Workplace Organization
8. The Visual Workplace
• is safe.
• is clean and organized.
• is easily understood.
• is managed through involvement by
all.
• creates high quality products.
• communicates progress.
11. What is it?
• 5S is a workplace organization technique
• It is a way to involve associates in the ownership of their workspace
• It helps create and maintain the efficiency and effectiveness of a work
area
12. What’s it for?
• It is a way to create:
• Cleaner work areas
• More organization
• Safer working conditions
• Less wasted time
• Efficient work processes and practices
• More available space
13. Different types of workplaces
• There are basically three different types of workplaces:
1. Third Class : People throw trash around and no one cleans up.
2. Second Class: People throw trash around and someone else pick it
up.
3. First Class : No one throws trash around and everyone works to keep
things clean.
14. The 5S Principles
•SEIRI :Sort out
•SEITON :Straighten/Set in Order
•SEISO :Shining
•SEIKETSU :STANDARDIZE
•SHITSUKE :Sustain
15. 5s
Ford’s CANDO Toyota’s 5S Six Sigma DMAIC
C – Cleaning Up
A – Arranging
N – Neatness
D – Discipline
O – Ongoing Improvement
S –Sort
S – Straighten/Set in Order
S – Sweep
S – Standardize
S – Sustain
D – Define Phase
M – Measure Phase
A – Analyze Phase
I – Improve Phase
C – Control Phase
17. 1-The First S - Sorting
Separating the Needed from the Not-Needed
• Decide what you need.
• Remove unnecessary clutter.
• All tools, gauges, materials, classified and then stored.
• Remove items which are broken, unusable or only occasionally used.
18. The First S - Sorting
• Red Tag Technique:
• GIVE STAFF RED LABELS
• ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE
• ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT QUANTITY
• NOT NEEDED >> RED TAG IT
• STORE IN THE RED TAG AREA
RED
TAG
19. The First S - Sorting
• Place the suspected items in the RED TAG AREA for one week.
• Allow the staff to re-evaluate the needed items.
• At the end of week those need items should be returned.
20. CE
N
G-
LE-
XX
X
(--
)
File completed Tag at ____________
5S---REDTAG
Ente
r #
in
box
Ente
r #
in
box
Ente
r #
in
box
Item Name
&/or Description:
Department: Value per Item:
Classification: 1. Raw Material
2. Work-in-Process
3. Component
4. Finished Product
5. Machine / Equipment
6. Mold / Jig
7. Tool / Fitting
8. Other______________
Reason: 1. Unnecessary
2. Defective
3. Leftover Material
4. Unknown
5. Other______________
Action: 1. Eliminate
2. Return
3. Move to Red Tag Storage
4. Other_______________
Completed:
Tag Attached:
Year_____ Month_____ Day____
Action Taken:
Year_____ Month_____ Day_____
21. The First S - Sorting
• Organisation:
Priority Frequency of use How to use
Low Less than once
per year
Once per year
Throw away
Store away from
the workplace
Average Once per month
Once per week
Store together but
offline
High Once Per Day Locate at the
workplace
22. The First S - Sorting
• Expected Results of Sorting :
• Elimination of wastes of resources, material, spaces, …etc.
• Reduce WIP inventory
23. 2-The Second S – Set in order
A place for everything and everything in its place, clean and ready to
use
Organise layout of tools and equipment
•Designated locations
•Use tapes and labels
•Ensure everything is available as it is needed
and at the “point of use”
24. The Second S – Set in order
Workplace Checkpoints:-
• Storage places clearly marked?
• Tools classified and stored by frequency of use?
(Low, Average and high)
• Pallets stacked correctly?
• Safety equipment easily accessible?
• Floors in good condition?
25. The Second S – Set in order
• Expected Results of Sorting :
• No more Searching.
• Reduce Setting up time
• Prevent : misplacing, Leaking oil, wasting energy or materials .. Etc.
• Improve:
• Space Utilization.
• Eliminate:
• Searching time
• Dangerous conditions
28. 3-The Third S – Shining
Cleaning for Inspection
• Identify and eliminate causes of dirt and grime – remove the
need to clean.
• Sweep, dust, polish and paint.
• Divide areas into zones.
• Define responsibilities for cleaning.
• Tools and equipment must be owned by an individual.
• Focus on removing the need to clean.
29. The Third S – Shining
• Expected Results of Sorting :
• Higher Quality work and products.
• More Comfortable and safer work environment.
• Greater visibility and retrieval time.
• Lower maintenance time.
33. 4-The Fourth S - Standardizing
Developing Common Methods for Consistency
• Generate a maintenance system for the first three
• Develop procedures, schedules, practices
• Continue to assess the use and disposal of items
• Regularly audit using checklists and measures of housekeeping
• Real challenge is to keep it clean
34. A Place For Everything
Even rags, gloves, and trash
35. A Place For Everything
Every item has a place, is labeled, and color coded
36. 5- The Fifth S - Sustaining
Holding the Gains and Improving
• Determine 5S Level of Achievement
• Perform routine checks
• Analyze results of routine checks
• Measure progress and plan for continuous improvement
40. CATEGORY ITEM Yes No OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing material?
Is outgoing material located in designated area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific location?
Are excess materials in their location?
Is there a place for everything?
Is everything in its place?
STABALIZE Is it easy to see what belongs where?
(Orderliness) Are things put away after use?
Are tools organized and located in specific place?
Are only red containers being used for scrap?
Is rejected material properly identified?
Is rejected material stored in a designated area?
Is process scrap located in separate containers?
Is defective material located in separate containers?
Are sort and stabilize complete?
Are work areas clean?
Are aisles clear?
Are tools clean?
Is any material found on the floor?
Is equipment clean?
SHINE Do machines show evidence of old oil leaks?
(Cleanliness) Is cell inventory correctly identified?
5S Checklist
61. What is Visual Control Board
1. A color-coded , physical visual control system used for monitoring of shop-floor activities and KPIs.
Use of Visual Control Board
1. Visual boards are used as activators and data communication centre.
2. The visual board area is used for shop-floor meetings.
3. A centre of periodical progress reviews and updates.
4. Used to drive the business processes from the boardroom to the shop floor.
Benefits of Visual Control
Board
1. It quickly gives visibility to the progress of each tasks for further action.
2. Identifies the resources and activities being undertaken.
VISUAL BOARD
62. This is an example of a pull board that could be used with internal operations, as shown, or even
with external customers.
Red zone indicates
the supplier is on the
verge of not satisfying
their customer. Very
low level of goods
maintained.
Yellow zone indicates
customer
requirements are
being met. Low level
of finished goods
maintained.
Green zone indicates
the customer’s needs
are being fulfilled.
Supplier is building
more than the
customer is requiring
and it may be time to
stop production until
demand is more in
line with supply.
The cards hanging on
the hooks in the
colored zones reflect
the part number
identified in the
section, a given
quantity of material in
one container. When a
card is on the hook it
indicates an empty
container.
Other pertinent information
(e.g.. Quality performance)
would be contained in the
information section.
VISUAL BOARD
63. 1. Andon (Japanese for lantern) is a tool for visual
management and refers to a system of signals used to
indicate the operational status (at a glance) of a machine
or work center.
2. It can be used manually or automatically.
3. It also one of the principle elements of the Jidoka
quality-control method.
What is Andon?
ANDON
64. Use of Andon
1. Alerts management and other workers to quality or
process problem.
2. Gives the worker the ability to stop production when a
defect is found, and immediately call for assistance.
3. Indicates where the alert was generated, and may also
provide a description of the trouble whether shortage of material or
maintenance call or supervisor call.
.
ANDON
65. Defect created or found
Part shortage
Equipment/Tool malfunction
A safety problem exists
Common reasons
for manual
activation of the
Andon
ANDON
66. Types of Andon
Coded signal lightsText Graphics
Visual Andon
Green - no problems
Yellow - situation requires
attention, production flow at risk
Red - PRODUCTION STOPPAGE:
IMMEDIATE ASSISTANCE
REQUIRED
1
Display production data in
real time.
Calculate shift efficiencies
and production targets.
Ideal for STOP /
WAIT / GO signaling
in busy factories
Boost health and
safety.
Coded
Tones
Coded
Tunes
Prerecorded
Messages
Buzzers /
Alarms
Audio Andon2
ANDON
67. 1. Markings on the floor or work area outlining specifically where items should be placed.
Benefit
1. To ease employees during storage or retrieval.
2. It avoids employees wasting time looking for things or pondering their next move.
3. The workplace becomes clean and better organized.
4. Operation on the shop floor and office become easier and safer
5. Visible location of parts or equipment for easy traceability and save time of searching
What is Footprint
.
FOOTPRINT
68. a) Mark from the floor up to workbenches etc
b) Start with plastic tape to test out, then move to paint
1. A footprint is an outline of the items required at work areas indicating where the items
should be placed.
c) Use colours to code footprints as shown in the following example, as a guideline :
Light Blue - Raw parts/material
Black - Finished good/parts
Red - Non-conforming/KIV parts/material
White - Other than parts/material
Yellow – Border of work area
2. Rules about footprints or floor borders
FOOTPRINT
CREATING FOOTPRINT
69. Yellow for work area border
SOZAI
LINE
KANSEI
NG VISUAL BOARDQC CORNER5S CORNER
Light blue for raw material Black for finished part
Red for non-conforming part
White for equipment
TOOL CABINET
FOOTPRINT
71. Signage is any kind of graphics created to display information.
SIGNAGE
Displays
To make staff aware of
related data and
information
– charts, graphs etc
Controls
To guide the action of
staff members – sign
boards, dos and
don’ts signs
79. What do these symbols tell us?
P1 Device
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
LongTerm
Study
Cp Cpk Study Date
Capable
83. Signage
Safety First ! Always.
• Make safety records visible
• Perform regular safety audits
• Display lost time injuries /
accidents
• Keep track of
where, when, why, and how
accidents occur
84. Obeya
• Japanese for "large room" or "war room" - refers to a form of
project management used in Asian companies
(including Toyota).
88. How to implement
Visual Display
1. Identify subject to focus on
2. Identify problems or success associated with the subject
3. Identify the audience for visual display
4. Choose the best location for the display
5. Develop and test the display
6. Improve, finalize, and implement the display
89. Review:
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
90. The BOS Chart
The BOS (Business Operating System
chart) Chart can wear
many hats:
• Visual display
• Problem solving tool
• Progress indicator
• Assign responsibilities
Visual Measurement
91. Follow these steps to use BOS
for Visual Measures
The best reason to include BOS Charting with measure
displays is because BOS requires action !
Key Measurable
Data Analysis
Improvement
Activities
Improvement
Tracking
93. Step 1
Involve users in the measurement
Team members collect data; track numbers:
• Total product produced
• per hour, per shift, per day, per week, etc.
• Average time to produce one unit
• PPM - number of defects
• Scrap - percentage of total produced
• Changeover time
• Downtime / Uptime
94. Step 2
Team determines what to BOS Chart
• Something needing
improvement
• Team has control
• Important to customer
• Important to our company
95. Step 3
Team members update BOS
• Use team meeting to study data
• Team plans improvement
activities
• Everyone participates
• Computers not required
97. To develop Visual Measures
decide . . .
• What needs to be measured ?
• Who is the user / audience ?
• How often do we take the data ?
• Who will do the tracking ?
• How will we display data so that it speaks ?
• Where do we best locate the display ?
98. Reality Check for Measures
Answer these four questions about the measures you use:
• Are they simple and easy to use?
• Do they change over time?
• Do they provide rapid feedback?
• Do they foster continuous improvement?
99. VISUAL DISPLAY & MEASURES AUDIT
1. For each item listed fill in an observation to indicated whether or not the work group is currently working on this.
2. If there are any changes desired please indicate those in the “Desired Changes” column.
3. In the column labeled “Priority” indicate if the change can be implemented in:
1) 36 Hours
2) 5 Days
3) 2 Weeks
4. Fill in any additional items that are observed in the work area and fill in all categories.
ITEM OBSERVATION DESIRED CHANGES PRIORITY
Changeover Clock Dedicated Line-clock is not
needed
Redistribute the clock to a needy cell 1
P.I. Indicator
Production Counters
Changeover Graph
Bottleneck Operation
101. THE VISUAL FACTORY CHECKLIST
ATEGORY ITEM YES NO
Changeover tools are within reach
Tooling is well organized
Machines and equipment are clean and painted
Unnecessary items are cleared
Workplace organization and orderliness
5S Aisles are well marked and clear
There is a place for everything and everything in its place
Housekeeping responsibilities are assigned
Disciplined approach to clean work area
All bins are labeled and no parts are on the floor
All personal items are stored in lockers
Method to identify hold and reject parts
Supplier defects are segregated
Business Unit/department display visible
Cell displays conform to the unit/department standards
Using standard changeover clock
Part counter displayed
Downtime clock in use
Red box scrap method in use
Work instructions displayed at the point of use
Min/Max Limbo bars for inventory
Current part number and next part number displayed
Kanban system in use
Kanban system for MRO
Kanban system for Tooling
First piece displayed
Boundary Sample board
VISUAL Customer/Supplier information displayed
DISPLAY Bottleneck machines are identified
Bottleneck cycle time is on the balance board
Changeover signal to synchronize cell
Changeover stock staging area for fast changeover
Error proofing devices are on the PM check
ATPM boards using tags and action status in each cell
Cumulative downtime clock displayed in each cell
Proper lighting and air handling
Cell number, customer and product posted at each cell
Employee information board is in a standard format
Key measures are trended and up to date
Team project display with before/after/future pictures
Defects are displayed with arrows and action plans
Safety rules are posted and followed
Color coding and symbols are used for quick identification
102. THE VISUAL FACTORY
IMPLEMENTATION PLAN
Implementation Objectives:
1. Begin immediately and involve all cell members.
2. Capture before condition.
3. Identify areas of greatest opportunity.
Activities Week 1: Responsible:
Activities Week 2: Responsible:
Activities Week 3: Responsible:
Activities Week 4: Responsible:
Key Support People: