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Visual management

The document outlines an agenda for a one-day visual management workshop. The agenda includes sessions on introductions, the principles of visual management, workplace organization techniques like 5S, exercises in applying visual displays and measures, and developing implementation plans. The workshop aims to teach participants how to use visual tools to communicate important information, make work safer and easier to understand, and improve overall performance. It covers the four phases of visual management: workplace organization, visual displays, visual measures, and fully implementing a visual system.

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1 VM001 Visual Management QUICK SET-UP Visual Management
2 VM001 Visual Management QUICK SET-UP Agenda Time Item 08:00 – 08:10 08:10 – 08:20 08:20 – 08:40 08:40 – 09:15 09:15 – 09:30 09:30 – 10:45 10:45 – 11:15 11:15 – 11:45 11:45 – 12:00 12:00 – 12:45 12:45 – 13:30 13:30 – 14:15 14:15 – 14:30 14:30 – 14:45 14:45 – 15:15 15:15 – 16:00 16:00 – 16:30 16:30 – 16:45 16:45 Opening Introductions What is Visual Management? Workplace Organization Break Team Exercise: 5S X-Tag Team Report Outs Visual Display Visual Measures Lunch Team Exercise: Visual Display & Measures Team Break out Team Report Outs Break Visual Management Team Exercise: Area Assessment & Implementation Plan Team Report Outs Feedback Adjourn
3 VM001 Visual Management Visual Management Module 1
4 VM001 Visual Management Introduction Welcome, to the Visual Management Workshop ! In this Opening Module we will discuss: • Goals and Objectives • Benefits of the Visual Management • 4 Phases of the Visual Management
5 VM001 Visual Management Visual Management Charter Visual Management is promout as a workplace where all associates understand and manage their own work in a safe, clean, organized environment that fosters open communication, pride, and continuous improvement
6 VM001 Visual Management 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 VM001 Visual Management Workshop Objectives • Understand the 4 Phases leading up to Visual Management of the Workplace • Apply the concepts and techniques for each phase through team exercises on the floor • Understand how to use Visual Management and the benefits it offers
8 VM001 Visual Management Desired Outcome • Create a sense of “Who we are” and “What we do” • Employ company standards to make key processes universally understood • Make work decisions based on what we see • Communicate all ways • Make customer satisfaction visible
9 VM001 Visual Management Brainstorming Exercise Let’s think about things as they are today. .. Do we work in a visual workplace ?
10 VM001 Visual Management What is our current situation ? How would you describe your current workplace situation? Consider: • Personal Safety • Physical environment • The processes • Information access Safety W P O Process People Data Machines
11 VM001 Visual Management Visual Workplace Vision Describe your vision of what the ideal workplace is like
12 VM001 Visual Management
13 VM001 Visual Management The Visual Workplace ... • is safe • is clean and organized • is easily understood • is managed through involvement by all • creates high quality products • communicates progress • generates pride
14 VM001 Visual Management The Visual Management Assessment Test In the visual workplace, anyone will easily know the: who, what, when, where, why, and how of an area within 5 minutes
15 VM001 Visual Management The 4 Phases to Visual Management Workplace Organization Visual Display Visual Measures Visual Management
16 VM001 Visual Management Workplace Standards • Definition Objects or practices considered to be the example or model. Standards should be established by general team consensus.
17 VM001 Visual Management Why use standards ? Workplace standards offer these benefits: • Universally understood • Assure quality and consistency • Eliminate variation • Make abnormalities apparent ALTO
18 VM001 Visual Management How many of these standards are standard in your plant ? STANDARD CHANGEOVER CLOCK
19 VM001 Visual Management How many of these standards are standard in your plant ? RED BOX SCRAP
20 VM001 Visual Management How many of these standards are standard in your plant ? T P M BOARD
21 VM001 Visual Management How many of these standards are standard in your plant ? DOWNTIME / PRODUCTION DISPLAY
22 VM001 Visual Management How many of these standards are standard in your plant ? B O S CHART
23 VM001 Visual Management Visual Management Module 2
24 VM001 Visual Management How do we create Visual Management? One phase at a time... The 1st Phase is Workplace Organization
25 VM001 Visual Management Workplace Organization A Vital Link To Continuous Improvement
26 VM001 Visual Management S 5S’S • Sort • Stabilize • Shine • Standardize • SustainSSSS
27 VM001 Visual Management Sort The First S
28 VM001 Visual Management First S - Sort • Keep what is needed • Eliminate what is not • Identify what is out of place • X - Tag
29 VM001 Visual Management Dark Corners and Healing Walls
30 VM001 Visual Management Sort Here Is A Good Example How can it be improved?
31 VM001 Visual Management X-Tag • Select a X-Tag leader • Identify what is not needed • Attach X-Tag • Move to holding area • Determine time to hold • Move to facility holding area • Tag all Safety problems X-Tag
32 VM001 Visual Management • Never used • Once or twice a year • Once a month • Once a week • Once a day or more • Give, sell, or throw away • Store in a distant place • Store in the facility • Store in the area • Keep at the workplace or carry How often is it used? What to do with it. X-Tag Rule of Thumb
33 VM001 Visual Management X-Tag Name: Date: Removal Date Location: Reason for X-Tag:
34 VM001 Visual Management Stabilize The Second S Operator
35 VM001 Visual Management 2nd S - Stabilize • A place for everything and everything in its place • outlines • labels • shadow boxes • Designated responsibilities • color coded maps • X-Tag leaders • Make everything easy to find, use, and return
36 VM001 Visual Management Does this look well stabilized?
37 VM001 Visual Management Outlines or Footprints A little out of place
38 VM001 Visual Management The Third S
39 VM001 Visual Management 3rd S - Shine • Cleaning is inspection • Make cleaning everyday work • Assign responsibilities • color coded maps • rotate cleaning responsibilities • Utilize downtime & help others
40 VM001 Visual Management Is This Your Locker Room?
41 VM001 Visual Management Before and After
42 VM001 Visual Management A well shined facility
43 VM001 Visual Management A well shined facility
44 VM001 Visual Management Standardize The Fourth S
45 VM001 Visual Management 4th S - Standardize • X-Tag procedures • Holding areas • Cleaning procedures • Location of items • Operating procedures
46 VM001 Visual Management A Place For Everything Even rags, gloves, and trash
47 VM001 Visual Management A Place For Everything Every item has a place, is labeled, and color coded
48 VM001 Visual Management Communicating What Goes Where Simple but effective
49 VM001 Visual Management Sustain The Fifth S
50 VM001 Visual Management 5th S - Sustain • Make it a habit • It takes doing something 21 times before it becomes a habit • Proper training and communication • Inform all employees (especially new ones) • Support and cooperation from everyone
51 VM001 Visual Management Visual Ranges Make It Easier to Sustain
52 VM001 Visual Management Visual Ranges Make It Easier to Sustain
53 VM001 Visual Management Sustain Everyone needs to do their part to keep things where and how they belong
54 VM001 Visual Management 5S’S • Sort • X - Tag • Keep what is needed • Stabilize • A place for everything • Everything in its place • Shine • Cleaning is inspection • Standardize • Rules for the first 3 S’s • Sustain • Make it habit • Cooperation
55 VM001 Visual Management 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
56 VM001 Visual Management 5S Checklist • Audits performed for 5S’s • Visual display of current standings and progress • Emphasis on Sustaining 5S Audit Points Needing Attention 7
57 VM001 Visual Management 5S Supportive Strategies • Color coding • Point of use • Safety
58 VM001 Visual Management Color coding things is a fast, easy way to separate different items and to visually determine if something is misplaced
59 VM001 Visual Management Scrap - Manufacturing scrap - Tubing - Mixed scrap-banding, cold rolled, stainless - Process scrap
60 VM001 Visual Management Examples
61 VM001 Visual Management Examples
62 VM001 Visual Management Color Coded Scrap Hoppers
63 VM001 Visual Management Part Color Coding Different color for each part number  Colors correspond to colors of:  work units  tooling  gages  fixtures  settings
64 VM001 Visual Management Color Coded Dies
65 VM001 Visual Management Point of Use • Tools • Parts disposal • Operating procedures • Lock-out instructions • Materials/Finished goods • Information Looking For Tools
66 VM001 Visual Management Point of Use
67 VM001 Visual Management Point of Use Not enough room to store at the point of use, so make them mobile
68 VM001 Visual Management Point of Use Fixtures rotate so they take up less space and are kept at the point of use
69 VM001 Visual Management Point of use Information
70 VM001 Visual Management Safety: The 6th - S Is of great concern when considering workplace organization and the 5S’s
71 VM001 Visual Management Safety Color coded guards and labeling
72 VM001 Visual Management Sufficient Room to Exit the Work Unit One small exit for up to 9 operators Exit
73 VM001 Visual Management Safety Well labeled, but what keeps people out of coils?
74 VM001 Visual Management Safety Color coded and visual -easily accessible?
75 VM001 Visual Management Safety
76 VM001 Visual Management WPO Exercise • 5S and WPO checklist • X - Tag
77 VM001 Visual Management X-Tag Name: Date: Removal Date Location: Reason for X-Tag:
78 VM001 Visual Management X-TAG REPORT OUT AREA STUDIED: TEAM: DATE: PAGE: of Name Item Quantity Reason for X-Tag Removal Date Cost
79 VM001 Visual Management 5S CHECKLIST Instructions: Take a look around the work area and do a visual inspection. As you do the inspection place a check mark in either the “OK” column or the “NOT OK” column. Then place a numerical value in the “POINTS” column. Scores should be from 1 to 3, as follows: 1 = non-existent, the team has made no progress in this area. 2 = progressing, work has been done on this but the team lacks the discipline. 3 = implemented, being done on a regular basis. Please make any necessary comments in the “OBSERVATIONS” column. CATEGORY ITEM OK NOT OK POINTS 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?
80 VM001 Visual Management 5S Audit Points Needing Attention
81 VM001 Visual Management Module 3
82 VM001 Visual Management Phase 2 of Visual Management is …
83 VM001 Visual Management How do we create Visual Management? One phase at a time... The 1st Phase is Workplace Organization The 2nd Phase is Visual Display
84 VM001 Visual Management Are we ready for Visual Display ? Before Visual Display... Implement 5 S
85 VM001 Visual Management Phase 2: Visual Display Definition: A method to visually communicate important information in the workplace Information regarding: • Safety • Quality • Operations • Equipment • Work Environment • Progress / Achievements
86 VM001 Visual Management Benefits of Visual Display • Makes work safer and easier • Communicates information about performance • Makes standards visible • Makes problems recognizable • Creates a shared knowledge base
87 VM001 Visual Management Visual Display tells others… what is important to our company.
88 VM001 Visual Management Types of Visual Display Begin implementing Visual Display with: • Designated Locations • Indicate danger; Set limits; Make work easier • Information Boards • Work Instructions • Checklists
89 VM001 Visual Management Start with Designated Locations Designated Locations: • Indicate danger • Set limits • Tell us what, where, and how many Designated Locations are the first type of Visual Display to be implemented
90 VM001 Visual Management Designated Location Example This location is exclusively for fire safety
91 VM001 Visual Management Designated Location Example Components Kanban: What, Where, and How many
92 VM001 Visual Management Floor Labeling Example
93 VM001 Visual Management Designated Location Example
94 VM001 Visual Management Would you pay for a dozen eggs ? Eggs Grade A
95 VM001 Visual Management Designated Location Example Egg Carton Display
96 VM001 Visual Management Designated Location Guidelines • Determine appropriate location for all needed items • Designate locations for type and correct number (quantity) of needed items • Post visual indicators • Create ways to recognize at-a-glance when items are out of place
97 VM001 Visual Management Mobile cart provides designated location and point of use flexibility Could this idea make work easier for anyone in your plant ?
98 VM001 Visual Management Make Visual Display easy, convenient, manageable
99 VM001 Visual Management Other types of Visual Display Work Instructions Information Board T P M Checklist
100 VM001 Visual Management Visual Work Instructions What do size and placement of work instructions tell us ?
101 VM001 Visual Management Product Boundary Sample Display • Increases quality awareness • Reduces variation • Useful training aid • Creates pride in products made Need a new example of Boundary Sample!!!!
102 VM001 Visual Management Raw Material Boundary Samples • Set quality standards • Operators make quality decisions • Create shared product knowledge Use photos when actual samples are not practical
103 VM001 Visual Management Information Board Examples
104 VM001 Visual Management Information Boards • What is the focus of this information board ?
105 VM001 Visual Management Safety Cleaning-Organizing TeamMeetings&Activities EnvironmentalManagement ManagementataGlance ProcessCapability&Control ProblemSolving&Avoidance CoupledManufacturing ProductionScheduling WorkStandards QualitySystem EmployeeCommitment SupplierDevelopment KnowledgeUtilization SkillVersatility&Cross-Training DeliveryPerformance PreventiveMaintenance QualityAssuranceApproach ManagementofObjectives QuickChangeover 5 4 3 2 1 PerformanceLevel W O R L D C L A S S B E S T I N C L A S S L E A R N I N G L E A D I N G PerformanceLevel T R A D I T I O N A L 5 4 3 2 1 20 Keys of Continuous Improvement Work Unit 1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 202 Goal Current
106 VM001 Visual Management Safety/Health Leadership Vision&ExecutiveSponsorship Objectives/ImprovementPlanning Communication Learning&PersonalSkillsDevelopment ManagingChange TeamBuilding/Teamwork ProblemAvoidance IdeaImplementation NewProduct/ProcessIntroductions InternalCustomerFocus TeamRecognition ExternalCustomerFocus SupplierDevelopment CIToolUtilization PeopleSupportivePractices ValuingContinuousImprovement Environment BestPlaceToWork 5 4 3 2 1 PerformanceLevel W O R L D - C L A S S BEST IN CLASS L E A R N I N G L E A D I N G PerformanceLevel T R A D I T I O N A L 5 4 3 2 1 20 Keys of Site Excellence 1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 202 Goal Current 11-8
107 VM001 Visual Management Information Board Guidelines • Work Unit determines what will be displayed • Make information easy to read and understand • Always post information in same location • Keep the focus clear; don’t overload info • Keep information current
108 VM001 Visual Management Other Types of Visual Display • Status Boards • Product Displays • Storyboards / Pictures • Electronic Marquees Business Unit Display
109 VM001 Visual Management The best visual displays are easy to understand Symbols • are easily understood • give immediate status • engage viewer’s attention
110 VM001 Visual Management Symbols make status visible and easy to understand What other information might be useful here ?
111 VM001 Visual Management 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
112 VM001 Visual Management Pictures Display Before and After Improvements are easily documented with pictures
113 VM001 Visual Management TPM Before and After ( Storyboards )
114 VM001 Visual Management To add impact to visual displays, relate items to a cost.
115 VM001 Visual Management Product display for waste awareness
116 VM001 Visual Management Using Visual Display to show operating supplies cost
117 VM001 Visual Management Product Display Example Display used as a problem-solving tool Sample assemblies are added to display every 2 hours
118 VM001 Visual Management Team decision-making tools How do balance boards and cross training charts become team decision making tools ?
119 VM001 Visual Management 25% Able to process w/ direction 50% Able to process w/out direction 100% Able to train entire process PlantMaterialInventory Inter-PlantTransfers(On-Line) RadioFrequency(RF) TrakkerScanner(IRL) HazardousMat’lInventory PlantBatchReporting Employee Name Skills Assessment Kanban/SingleScan DivisionItem InventoryBarCodeInventoryReceiving James Jerry Dawn 75% Able to process and problem solve Cross Training Chart
120 VM001 Visual Management Everyone knows, “Safety is our Top Priority”
121 VM001 Visual Management Lost Time Accidents • Goal is “Zero Accidents” • Always keep displays up to date • Changing the display daily focuses our attention on safety -daily
122 VM001 Visual Management Lighted displays capture attention What audio warnings exist for safety concerns?
123 VM001 Visual Management These standard lighted displays provide … • Consistency • Easy visibility • Status at a glance • Problem recognition • Team encouragement
124 VM001 Visual Management Marquee Information Display What are other good uses for marquee displays ?
125 VM001 Visual Management Visual Displays as As Voice to our Visitors • Share success stories • Recognize team achievements • Communicate pride in our work
126 VM001 Visual Management Team Territory This area is the team’s domain, but it is seen by all
127 VM001 Visual Management Team Territory is a place to ... • hold shift startup meetings • identify the team • exhibit products made • be managed by the team • communicate team goals • display team accomplishments
128 VM001 Visual Management • A daily working session at the start-up of the shift that’s:A daily working session at the start-up of the shift that’s: • Short, every day, each shift and in each work unitShort, every day, each shift and in each work unit • A consistent method to communicate essential informationA consistent method to communicate essential information • A way to accelerate the dissemination of essential informationA way to accelerate the dissemination of essential information • A daily discipline that helps improve team performance dailyA daily discipline that helps improve team performance daily • An opportunity to refer to and update the Primary Visual DisplayAn opportunity to refer to and update the Primary Visual Display • A essential tool to help create & maintain team involvementA essential tool to help create & maintain team involvement Daily shift start-up meetings are the place to communicate and share news and information. Shift Start-Up Meetings
129 VM001 Visual Management • The meeting is short and very focusedThe meeting is short and very focused • 10 minutes maximum10 minutes maximum • Centered on daily issues and activitiesCentered on daily issues and activities • Meeting held with entire team and facing the Primary Visual DisplayMeeting held with entire team and facing the Primary Visual Display • Participants stand during the meetingParticipants stand during the meeting • Team members take turns being the facilitatorTeam members take turns being the facilitator • Initially this is led by supervisionInitially this is led by supervision • Note: Could be up to a month until the team is confident with what to do and naturalNote: Could be up to a month until the team is confident with what to do and natural leadership begins to emerge – still, it’s important to give everyone an opportunity toleadership begins to emerge – still, it’s important to give everyone an opportunity to facilitate the meeting and supervision often continues to participate to offer support,facilitate the meeting and supervision often continues to participate to offer support, help remove obstacle and roadblocks and stay in tune with issues.help remove obstacle and roadblocks and stay in tune with issues. • Team records decisions, actions & next steps on Primary Visual DisplayTeam records decisions, actions & next steps on Primary Visual Display • No formal/Computerized report writing desirable or necessaryNo formal/Computerized report writing desirable or necessary • Other discussions should happen outside this meetingOther discussions should happen outside this meeting Shift Start-Up Meetings
130 VM001 Visual Management Common Territory Shared Territory Provide teams the territory they need to succeed
131 VM001 Visual Management PRODUCTION PRESS ARVIN EXHAUST - FRANKLIN PLANT October 17, 1997 FLOWER - Cosmos BIRTHSTONE - Opal Happy Birthday 10/ 17 Audrey Lucas 10/ 18 Lula Vandeventer Siberto Gonzales David Koons James Patton 10/ 19 Judy Hicks 10/ 21 Larry Burton Catherine McTarsney Angie Freeman Douglas Hutcherson David Thomas Travis Burton 10/ 22 Phillis Burris Timothy Sneed Lori Smither Tonya Jones Warren Beeler Randy Fisher 10/ 23 Debbie Ward QUOTES OF THE WEEK: • “If you feel dog tired, maybe it is because you have growled all day” • “A little kindness may mold a fine character.” UNITED WAY WINNER - TV On October 10th, the workers involved in the United Way - Pacesetter Campaign at the Franklin Plant, were present for discussion of this year's United Way drive. Those present discussed ideas for future activities in the United Way program at this Plant, and we all wish to Thank those that signed up or increased the contribution to the United Way Drive. The highlight of the lunch meeting was the drawing for the Color TV set that was awarded to a "Contributor", to this years program. The lucky winner was: Keith R. Park - from FPO Second Shift (pictured above, right, with Facility Manager, Bob Elliott) Congratulations Keith !!!!! Plant newspapers provide excellent opportunities for recognition of employees ! Extra ! Extra ! Extra !
132 VM001 Visual Management Customer / Supplier Information • What do we produce? • What is it used for / on? • Who do we contact if we have problems? • Who supplies our materials? • Where do our finished goods go?
133 VM001 Visual Management Customer / Supplier Display What is being produced here? Where is the product used?
134 VM001 Visual Management Exhaust assembly display with vehicle application
135 VM001 Visual Management How to implement Visual Display • Identify subject to focus on • Identify problems or success associated with the subject • Identify the audience for visual display • Choose the best location for the display • Develop and test the display • Improve, finalize, and implement the display
136 VM001 Visual Management 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
137 VM001 Visual Management Remember... Your Visual Displays tell others... what is important to ourcompany!
138 VM001 Visual Management Visual Management Module 4
139 VM001 Visual Management Phase 3 of Visual Management is …
140 VM001 Visual Management How do we create Visual Management? One phase at a time... The 1st Phase is Workplace Organization The 2nd Phase is Visual Display The 3rd Phase is Visual Measures
141 VM001 Visual Management Visual Measures In this module we will discuss: • Using the data we collect • Seeing is believing • Measurement tools • Effective data display • BOS Charting • How to develop meaningful measures
142 VM001 Visual Management Why do we use measurement data? • To make more informed decisions about our operations • To keep management and shop floor associates informed of progress If you are not going to use data, don’t collect it! • To drive and fine-tune our improvement activities • To educate the plant community
143 VM001 Visual Management Seeing is believing ! • Effective analysis requires effective reporting • How we report and display data will affect how we think about it I should have implemented this idea sooner!
144 VM001 Visual Management Lasting Impressions To increase the impact of information: • Make it sensory; use pictures, charts, sample products, and audio sounds that involve the audience • Use examples and comparisons • Make data speak; keep it visually appealing • Don’t forget, “Keep it simple”
145 VM001 Visual Management To make data displays effective... • Involve users in the measurement • Provide the results to people who can act on them • Present results in the most appropriate form for the audience • Link results with improvement activities • Report data immediately; date it; keep it current
146 VM001 Visual Management What do we measure ? Uptime / Downtime P P M Process Capability Supplier Quality Lost Time Accidents Floor Space Manufacturing Scrap Changeover Time Cross Training
147 VM001 Visual Management The Standards Company recommends these standard measurement tools be used to: • Indicate status • Collect data • Solve problems • Measure performance
148 VM001 Visual Management Company Standard Measurement Tools and Indicators • Changeover Clock • Production Counters • Error Proof Symbols • P.I. Indicator • Lost Time Accidents • 5 S Audit • Downtime Clock • Process Capability Logo • Bottleneck Symbols • Current Part Running • Limbo Bars • BOS Charts
149 VM001 Visual Management To increase information value . . . • Insure data accuracy • Put information in graphic form • Place it where the work gets done • Use it often to track improvements • Keep it current
150 VM001 Visual Management Visual Production Counters Visual production counters help us: • Keep accurate counts • Make goals visible • Detect production abnormalities • Satisfy customers Goal / Actual / + or -
151 VM001 Visual Management Downtime / Product Count Example
152 VM001 Visual Management 5S CHECKLIST Instructions: Take a look around the work area and do a visual inspection. As you do the inspection place a check mark in either the “OK” column or the “NOT OK” column. Then place a numerical value in the “POINTS” column. Scores should be from 1 to 3, as follows: 1 = non-existent, the team has made no progress in this area. 2 = progressing, work has been done on this but the team lacks the discipline. 3 = implemented, being done on a regular basis. Please make any necessary comments in the “OBSERVATIONS” column. CATEGORY ITEM OK NOT OK POINTS 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? 5 S Audit Tools
153 VM001 Visual Management Is there a visual measure of our Customer Satisfaction ? • Collect customer satisfaction data • Display it where everyone sees it • Keep track of progress • Highlight special achievements / awards
154 VM001 Visual Management 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
155 VM001 Visual Management The Versatile BOS Chart The BOS Chart can wear many hats: • Visual display • Problem solving tool • Progress indicator • Assign responsibilities
156 VM001 Visual Management 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
157 VM001 Visual Management 25 50 10075 TREND LINE SUGGESTIONS DATE:_______________ 25 50 10075 25 50 10075 25 50 10075 25 50 10075 25 50 10075 25 50 10075 25 50 10075 Ref # Suggestions Resp Comp Date %Comp Ref # Description IMPROVEMENT TRACKINGANALYSIS (PARETO) BOS Key MeasurableLINE:________________
158 VM001 Visual Management 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
159 VM001 Visual Management Step 2 Team determines what to BOS Chart • Something needing improvement • Team has control • Important to customer • Important to our company
160 VM001 Visual Management Step 3 Team members update BOS • Use team meeting to study data • Team plans improvement activities • Everyone participates • Computers not required
161 VM001 Visual Management Step 4 Make BOS results visible at the Work Unit
162 VM001 Visual Management 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 ?
163 VM001 Visual Management 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?
164 VM001 Visual ManagementVISUAL 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
165 VM001 Visual Management Module 5
166 VM001 Visual Management How do we create Visual Management? One phase at a time... The 1st Phase is Workplace Organization The 2nd Phase is Visual Display The 3rd Phase is Visual Measures The 4th Phase is Visual Management
167 VM001 Visual Management Visual Management Using the information provided by visuals to make informed and proper decisions or judgements daily.
168 VM001 Visual Management Vision The Visually Managed Factory is: A workplace that is easily understood by all. Anyone could walk into a work unit and at a ‘glance’ understand the status of that work unit, what is waste or abnormal, and where improvements are needed.
169 VM001 Visual Management Vision If you walked into a work unit or facility on Sunday. No one is around and nothing is running. Would you be able to understand the status of that work unit?
170 VM001 Visual Management Visual Management • Status • Distinguish between what is and is not normal • Make waste and abnormalities obvious to everyone • Constantly uncover needs for improvement • Help make each persons job easier • Involve everyone
171 VM001 Visual Management Status at a Glance What information do we need to know? • Is it? • easily visible • consistent throughout the facility or business unit • current • USEFUL
172 VM001 Visual Management Visual Management For: • Workplace • Safety • Operations • Equipment • Quality • Storage
173 VM001 Visual Management Status at a Glance • Production counters • Downtime/Uptime clocks • Change-over clocks • BOS charts What do certain visuals communicate and how do we use them to manage?
174 VM001 Visual Management Status at a Glance What do certain visuals communicate and how do we use them to manage? •Safety •PPM •Scrap
175 VM001 Visual Management The following are some examples of these visuals or measures. •What do they communicate to us? •How do they communicate it? •What judgements or decisions do they help us to make? Visual Management
176 VM001 Visual Management Examples
177 VM001 Visual Management Examples
178 VM001 Visual Management Examples
179 VM001 Visual Management Examples
180 VM001 Visual Management Examples
181 VM001 Visual Management Examples
182 VM001 Visual Management Examples
183 VM001 Visual Management Needs for Improvement Knowing very little about these facilities, with the simple visuals we just looked at, we were able to make some suggestions for possible improvements.
184 VM001 Visual Management Needs for Improvement • Utilize these visuals to make improvements and suggestions for improvements during: • EI meetings • Shift Start Up Meetings • Downtime • ALL the Time
185 VM001 Visual Management Standard Work Tools Balance boards and equipment layouts are used to: • Level work loads • Make our jobs easier • Processes better and more efficient
186 VM001 Visual Management Standard Work Tools What does this tell us? How would you use this to manage?
187 VM001 Visual Management 25% Able to process w/ direction 50% Able to process w/o direction 75% Able to process & problem solve 100% Able to train others on entire process PlantMaterialInventory Inter-PlantTransfers(On-Line) RadioFrequency(RF)TrakkerScanner(IRL) HazardousMat’lInventory PlantBatchReporting Employee Name Skills Assessment Kanban/SingleScan DivisionItem InventoryBarCodeInventoryReceiving Joe Bob Betty Cross Training Chart
188 VM001 Visual Management Designated Areas of Responsibility • Color coded maps • Who does what? • How often do they do it?
189 VM001 Visual Management Red Box Scrap • Separates non-conforming materials from product flow • Gives a definite point for stopping the line and taking corrective action • Promotes visual awareness of repetitive defects
190 VM001 Visual Management Red Box Scrap • Are there less than 6 total or 3 identical parts in the box? YES - continue production NO - stop production and take corrective actions
191 VM001 Visual Management Red Box Scrap
192 VM001 Visual Management Control Ranges
193 VM001 Visual Management Error Proofing Program P1 Device (Green) An Error Proofing device that PREVENTS an error from occurring
194 VM001 Visual Management Error Proofing Program P2 Device (Purple) An Error Proofing device that DETECTS an error in time to allow rework and prevents further errors of the same type
195 VM001 Visual Management Error Proofing Program P3 Device (Blue) An Error Proofing device that detects a defect and ELIMINATES IT FROM THE FLOW of good products
196 VM001 Visual Management Process Capability
197 VM001 Visual Management CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Characteristic Potential Study LongTerm Study Cp Cpk Study Date Capable
198 VM001 Visual Management CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Characteristic Potential Study LongTerm Study Cp Cpk Study Date Not Capable
199 VM001 Visual Management Visual Management Are WE Hitting the Target?
200 VM001 Visual Management Do Our Visuals: • Give you the information needed to make proper decisions? • Make abnormalities and problems obvious? • Promote communication and employee involvement? • Make everyone's jobs easier? • Recognize achievements and improvements?
201 VM001 Visual Management The Visual Management Check List and Implementation
202 VM001 Visual Management 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
203 VM001 Visual Management 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:
204 VM001 Visual Management End of Visual Management

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Visual management

Editor's Notes

  • #7 Improve employee morale and performance through increased ownership and team territory. Identity opportunities and suggestions for how, when and why to implement visual aids. Goals: To empower employees to improve their workplaces To involve employees in improving quality, productivity, and safety To improve communications between all ArvinMeritor employees, across all boundaries To work toward Visual Management of the workplace, achieved through progressive application of each of the separate phases: Workplace Organization, Visual Display, Visual Measures, and Visual Control. To make the work environment more pleasant, jobs easier to manage, and progress more apparent. To give employees a high degree of ownership in what goes on within the Visual Factory
  • #10 Instruct participants to break into smaller groups to brainstorm what the current situation is like. Instruct them to consider all 5 senses when discussing their workplace. What are some of the real problems? (Problems no one talks about publicly.) What do you dread about going to work? Allow no more than 10 minutes for this exercise. Record all ideas on a flipchart. Ask a member from each group to briefly summarize what was discussed.
  • #13 Left blank to allow groups time to work.
  • #16 Implementation of the 4 phases will create a system for Visual Management of the workplace
  • #18 Let’s think for a minute about how standards make our lives easier. Do standards offer any additional benefits besides those mentioned here? Think about the factor of cost? Can using standards help lower costs too?
  • #20 How many of you are familiar with the procedure for RED BOX SCRAP ? Is this procedure a STANDARD in your plant? Not only does RED BOX SCRAP create a visual display standard ( I.e. using only a red box to hold manufactured scrap, the procedure is a standard for the way we operate
  • #25 Each phase of the visual management process is typically best completed in an order that builds upon itself. The first level is Workplace Organization (WPO).
  • #26 WPO is a vital link to continuous improvement. It would be very difficult to improve and implement lean manufacturing principles such as quick changeover, low inventories, FIFO, JIT, etc. without workplace organization.
  • #27 The 5S’s are an important part of the WPO process. The S’s are Sort, Stabilize, Shine, Standardize, and Sustain.
  • #29 Are your areas as well sorted as they should be? Keep only what is needed. Many areas have things such as tools , rags, even brooms sitting around that have not been used in months and probably never will. People are afraid to get rid of these things because they think they may be needed later. Get rid of the things that are not needed. Look for things that are not where they belong. If a tool is used for a machine in another cell isn’t that where it should be. X-tag what you don’t need, that will be discussed in a moment.
  • #30 Does you facility have any walls or dark corners that have stuff or junk piled up in hopes that it will fix itself or will someday be needed?
  • #31 This is a non-ArvinMeritor facility that shows some good 5 S-ing. These are tooling storage racks that can be rolled to the point of use. Note the reflections off of the floor. This place is clean. How could it be improved? By labeling or color coding.
  • #32 X-Tagging is a way to remove things that are not needed or used anymore. 1. The first step is to select someone from the work unit or area to be the leader. This may be a responsibility that is rotated to everyone. 2. Identify what is not needed. 3. Attach a filled out X-tag to the item(s). 4. Move these items to a local holding area near or in the work unit. 5. Determine how long to hold these items before removing them. The minimum should be 24 hours, or long enough that each shift has a chance to decide if that is something that they need. 6. Once the time is up the item(s) should be moved to a facility holding area where items can be removed by anyone who could use that item in the facility. 7. All safety issues and problems should be tagged and addressed as soon as possible.
  • #33 A good rule of thumb as to where to store stuff is:
  • #34 This is what an X-tag looks like.
  • #40 Read slide
  • #41 This is a locker room in an ArvinMeritor facility in Spain.
  • #42 Though the picture quality of these is very poor you can still see the incredible difference between the before and after pictures. This also shows that you don’t have to have a new facility to make it look nice.
  • #43 Here is a very clean ArvinMeritor facility that is located in Spain.
  • #44 Spain again
  • #45 Does anyone know what this is? DNA. Is DNA very standardized? This is an extreme example but will hopefully get you think of the importance and the standardization you encounter all of the time.
  • #46 Here are some of the initial things you will want to consider standardizing.
  • #47 At the 17th street plant they have utilized the space behind a press and labeled where things should go.
  • #48 Here some chemicals are labeled and even color coded, not to mention clean.
  • #49 At Franklin, they have an area where they have written on cardboard what the part# is in that location, they have also included a sample part as well. This may not be the final labeling but is a good start and conveys the needed information.
  • #51 Read slide
  • #52 The arrows show the upper and lower limits of this gage. You don’t have to know anything about the process to easily see if this measure is where it should be.
  • #54 This is a simple shadow board that lets you know what is missing. It is important that everyone cooperates in sustaining.
  • #55 In review:
  • #56 Here is a 5S checklist that can be used to help you determine how your area is doing
  • #57 This is a display sign to visually show how you are doing with 5S.
  • #58 These supporting strategies are also a part of WPO
  • #59 The picture shown here is those color coded wooden blocks you would play with as a child. Funny, color coding is such a simple organizational tool that a 3 year old could use it, yet we probably don’t use it enough.
  • #60 Most facilities separate their different types of scrap.
  • #61 Here is what the Central Tubing Facility uses for their scrap color coding, also their overhead pipes.
  • #62 Central Tubing Facility overhead pipes.
  • #63 Color coded scrap hoppers at Gladstone.
  • #66 Do you ever feel you are looking for tools like this. Things that should be at the point of use are.
  • #67 Tools at the point of use
  • #68 Tooling cart at Gladstone
  • #70 This is in the work area of a supplier. They keep information they need very accessible.
  • #71 No one should ever get hurt on the job. Our goal is ZERO ACCIDENTS!!
  • #73 Some of our work units are arranged this way. Is safety a concern if a machine or hydraulic line would break. Would people be able to get out of the way.
  • #75 It looks very difficult to get to this eyewash station
  • #79 The groups will be reporting what items they have x-tagged using this sheet
  • #80 The groups also need to complete their 5S checklist and report the results.
  • #81 Fill in the number of 5S points needing attention and this will be posted in the work area.
  • #86 Visual Display communicates information about: The work Environment Safety Operations Storage Quality Equipment Success
  • #93 This example from AE Pamplona, Spain shows floor labeling used to set limits. What are the advantages to using this level of labeling? How does floor labeling help us maintain Visual Management?
  • #95 Sometimes we get so familiar with something we fail to see the obvious. For example if you went into the store picked up a carton of eggs, opened it as you always do, and check to see that none were broken. Would you have notices that there were two eggs missing. You probably would have. But, what if there were only 10 spaces for the eggs, would you have noticed that there were only 10 then.
  • #96 Can easily see what is missing if there is an open space for it.
  • #99 Another example from Steel and Trucks, Queretaro, Mexico. This component parts supplier has implemented visual display for items used frequently by the operator at the work unit. What advantages do you see in this type of display?
  • #103 CTF boundary board.
  • #106 The display board of each work unit should include their 20 Keys with performance levels and goals marked. Remember, work unit goals should be realistic and focus on the most important issues. The goals will probably not include improvement in all 20 Keys.
  • #107 The Site 20 Keys showing current status and goals should be displayed on the facility information board.
  • #108 Information boards should be as near the work areas as possible.
  • #144 Tell story of small office manager who threw rolls of quarters all over floor to illustrate office waste.
  • #171 What did the earlier slides mean by status
  • #173 All of these areas can benefit from visual management.
  • #178 Though you may not know Japanese this board is still easily understood.
  • #180 Here is a simple check list that was used in the GM visual factory test work unit. It is very simple and easily visible as to what they have accomplished.
  • #181 Here is a picture of an andon light from Chickasha. Why would something like this be of value to your work unit?
  • #182 Here are some simple counters used to track defects. Though not vary large and visible they do keep a running count of the defects and are easily accessible.
  • #183 Here are some very visible and standardized production counters and andon boards from a Mexico facility.
  • #187 The balance boards are visual tools that help use to balance the workload within a work unit, and visually see areas that need attention or can be improved upon (the color coded walk and wait times).
  • #188 Why may may we need to know who is trained in a particular job.
  • #192 Here is the red box scrap at Kayaba in Spain.
  • #193 What could you use control ranges on?