This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.

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QUICK
SET-UP
Visual
Management

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Visual Management
Module 1

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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

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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

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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

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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

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Brainstorming Exercise
Let’s think about things
as they are today. ..
Do we work in a visual
workplace ?

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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

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Visual Workplace Vision
Describe your
vision of what
the ideal
workplace is like

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• 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

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VISION•
The work environment should be
immaculate, safe and self-cleaning
• Standards are easy to recognise and
abnormal conditions are quickly identified,
enabling speedy analysis & resolution.
• Performance and progress are readily
apparent to employees.
• Plans are in place to significantly reduce or
remove waste and defects in the process.

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Two Tools of Visual Management
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

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• Using visual mechanisms to
communicate information
• Visual display builds on the fourth ‘S’
(standardise)
• Show how to do the job (standard,
agreed-upon best practice).
• Show how things are used.
• Show performance status.
• Identify hazardous areas

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TYPES
• Product and process information
• Area information, boundaries
• Standard work instructions - Standard work
charts, etc
• Performance information - tracking against
key metrics
• Status of current issues and improvement
activities
• Schedules of maintenance, calibration or
other support activities

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• Goes beyond simply tracking and
reporting performance and any
• Highlights deviations that occur from
the planned outcomes.
• Many forms of visual control exist in
the Lean workplace

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Basic types
• Shadow boards
• Indicators on various items e.g. gauges
• Heijunka boards – showing the status
of daily schedules
• Design pull systems (Kanban)

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BENEFITS
• Leads to information sharing.
• Facilitates worker autonomy.
• Supports elimination of waste.
• Fosters continuous improvement.
• Exposes abnormalities.
• Enables quick response & recovery.
• Promotes prevention.
• Maintains the gains.

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3 BASIC STEPS REQUIRED
• There are three basic steps:
1) Organise the workplace using 6S
2) Ensure that all required work
standards, instruction and related
information are clearly displayed in
workplace
3) Control workplace processes by
exposing and stopping errors and by
preventing future occurrences

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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

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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

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The 4 Phases to Visual Management
Visual
Management
Visual Measures
Visual Display
Workplace Organization

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Workplace Standards
• Definition
Objects or practices considered to be the example or
model. Standards should be established by general
team consensus.

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Why use standards ?
Workplace standards offer
these benefits:
• Universally understood
• Assure quality and consistency
• Eliminate variation
• Make abnormalities apparent
ALTO

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How many of these standards are
standard in your plant ?
STANDARD
CHANGEOVER
CLOCK

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How many of these standards are
standard in your plant ?
RED BOX SCRAP

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How many of these standards are
standard in your plant ?
T P M
BOARD

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How many of these standards are
standard in your plant ?
DOWNTIME / PRODUCTION DISPLAY

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How many of these standards are
standard in your plant ?
B O S CHART

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Visual Management
Module 2

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How do we create Visual Management?
One phase at a time...
The 1st Phase is Workplace Organization

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Workplace Organization
A Vital Link To Continuous Improvement

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S 5S’S
• Sort
• Stabilize
• Shine
• Standardize
• Sustain SSSS

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Sort
The First S

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First S - Sort
• Keep what is needed
• Eliminate what is not
• Identify what is out of place
• X - Tag

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Dark Corners and Healing Walls

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Sort
Here Is A Good Example
How can it be improved?

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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

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X-Tag Rule of Thumb
How often is it used? What to do with it.
• 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

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X-Tag
Name:
Date: Removal Date
Location:
Reason for X-Tag:

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Stabilize
The Second S
Operator

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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

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Does this look well stabilized?

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Outlines or Footprints
A little out of place

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The Third S

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3rd S - Shine
• Cleaning is inspection
• Make cleaning everyday work
• Assign responsibilities
• color coded maps
• rotate cleaning responsibilities
• Utilize downtime & help others

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Is This Your Locker Room?

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Before and After

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A well shined facility

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A well shined facility

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Standardize
The Fourth S

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4th S - Standardize
• X-Tag procedures
• Holding areas
• Cleaning procedures
• Location of items
• Operating procedures

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A Place For Everything
Even rags, gloves, and trash

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A Place For Everything
Every item has a place, is labeled, and color
coded

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Communicating What Goes Where
Simple but effective

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Sustain
The Fifth S

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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

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Visual Ranges Make It Easier to Sustain

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Visual Ranges Make It Easier to Sustain

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Sustain
Everyone needs to do their part to keep things where
and how they belong

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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

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5S Checklist
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?

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5S Checklist
• Audits performed for 5S’s
• Visual display of current
standings and progress
• Emphasis on Sustaining
5S Audit
Points Needing Attention 7

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5S Supportive Strategies
• Color coding
• Point of use
• Safety

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Color coding things is a fast, easy way to separate different
items and to visually determine if something is misplaced

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Scrap
- Manufacturing scrap
- Tubing
- Mixed scrap-banding,
cold rolled, stainless
- Process scrap

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Examples

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Examples

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Color Coded Scrap Hoppers

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Part Color Coding
Different color for each part number
 Colors correspond to colors of:
 work units
 tooling
 gages
 fixtures
 settings

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Color Coded Dies

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Point of Use
• Tools
• Parts disposal
• Operating procedures
• Lock-out instructions
• Materials/Finished goods
• Information
Looking For Tools

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Point of Use

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Point of Use
Not enough room to store at the point of use, so
make them mobile

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Point of Use
Fixtures rotate so they take up less space and are
kept at the point of use

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Point of use
Information

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Safety: The 6th - S
Is of great concern when
considering workplace organization
and the 5S’s

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Safety
Color coded guards and labeling

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Sufficient Room to Exit the Work Unit
Exit
One small exit for up to 9 operators

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Safety
Well labeled, but what keeps people out of
coils?

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Safety
Color coded and visual
-easily accessible?

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Safety

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WPO Exercise
• 5S and WPO checklist
• X - Tag

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X-Tag
Name:
Date: Removal Date
Location:
Reason for X-Tag:

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X-TAG REPORT OUT
AREA STUDIED: TEAM:
DATE: PAGE: of
Name Item Quantity Reason for X-Tag Removal
Date
Cost

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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?

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5S Audit
Points Needing Attention

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Module 3

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Phase 2 of Visual Management is …

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How do we create Visual Management?
One phase at a time...
The 2nd Phase is Visual Display
The 1st Phase is Workplace Organization

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Are we ready for Visual Display ?
Before Visual
Display...
Implement
5 S

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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

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Benefits of Visual Display
• Makes work safer and easier
• Communicates information about performance
• Makes standards visible
• Makes problems recognizable
• Creates a shared knowledge base

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Visual Display tells others…
what is important to our company.

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Types of Visual Display
Begin implementing Visual Display with:
• Designated Locations
• Indicate danger; Set limits; Make work easier
• Information Boards
• Work Instructions
• Checklists

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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

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Designated Location Example
This location is
exclusively for
fire safety

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Designated Location Example
Components Kanban: What, Where, and How many

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Floor Labeling Example

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Designated Location Example

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Would you pay for a dozen eggs ?
Eggs Grade A

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Designated Location Example
Egg Carton Display

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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

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Mobile cart provides designated location
104
and point of use flexibility
Could this idea
make work
easier for anyone
in your plant ?

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Make Visual Display
easy, convenient, manageable

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Other types of Visual Display
Work Instructions
Information Board
T P M Checklist

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Visual Work Instructions
What do size and placement of work instructions tell us ?

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Product Boundary Sample Display
• Increases quality awareness
• Reduces variation
• Useful training aid
• Creates pride in products made
Need a new example of
Boundary Sample!!!!

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Raw Material Boundary Samples
• Set quality standards
• Operators make quality
decisions
• Create shared product
knowledge
Use photos when actual samples are not practical

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Information Board Examples

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Information Boards
• What is the focus
of this
information
board ?

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Safety
Cleaning -Organizing
Team Meetings & Activities
Environmental Management
Management at a Glance
Process Capability & Control
Problem Solving & Avoidance
Coupled Manufacturing
Production Scheduling
Work Standards
Quality System
Employee Commitment
Supplier Development
Knowledge Utilization
Skill Versatility & Cross-Training
Delivery Performance
Preventive Maintenance
Quality Assurance Approach
Management of Objectives
Quick Changeover
Current
5
Level
4
Performance 3
2
1 B E S T I N C L A S S
W O R L D C L A S S
L E A D I N G
L E A R N I N G
Performance Level
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 2 11 12 13 14 15 16 17 18 19 20
Goal

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Safety/Health
Leadership
Vision & Executive Sponsorship
Objectives/Improvement Planning
Communication
Learning & Personal Skills Development
Managing Change
Team Building / Teamwork
Problem Avoidance
Idea Implementation
New Product/Process Introductions
Internal Customer Focus
Team Recognition
External Customer Focus
Supplier Development
C I Tool Utilization
People Supportive Practices
Valuing Continuous Improvement
Environment
Best Place To Work
Current
Goal
5
4
3
2
1
Performance Level
BEST IN CLASS
W O R L D - C L A S S
L E A D I N G
L E A R N I N G
Performance Level
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 2 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
11-8

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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

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Other Types of Visual Display
• Status Boards
• Product Displays
• Storyboards / Pictures
• Electronic Marquees
Business Unit Display

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The best visual displays are easy to
understand
Symbols
• are easily understood
• give immediate status
• engage viewer’s attention

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Symbols make status visible and
easy to understand
What other information might be useful here ?

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What do these symbols tell us?
P1 Device
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
Long Term
Study Cp Cpk Study Date
Capable

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Pictures Display Before and After
Improvements are easily documented with pictures

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TPM Before and After ( Storyboards )

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To add impact
to visual displays,
relate items to
a cost.
121

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Product display for waste awareness

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Using Visual Display to show operating
supplies cost

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Sample
assemblies
are added
to display
every 2 hours
124
Product Display Example
Display used as a problem-solving tool

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Team decision-making tools
How do balance
boards and cross
training charts
become team
decision making
tools ?

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25%
Able to process
w/ direction
Cross Training Chart
50%
Able to process
w/out direction
100%
Able to train entire process
Plant Material Inventory
Inter-Plant Transfers (On-Line)
Radio Frequency (RF)
Trakker Scanner (IRL)
Hazardous Mat’l Inventory
Plant Batch Reporting
Skills Assessment
Employee Name
Kanban/Single Scan
Division Item
Inventory Bar Code
Inventory Receiving
James
Jerry
Dawn
75%
Able to process
and problem solve

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Everyone knows,
“Safety is our Top Priority”

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Lost Time Accidents
• Goal is
“Zero Accidents”
• Always keep displays up
to date
• Changing the display daily
focuses our attention on
safety -daily

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Lighted displays capture attention
What audio warnings exist for safety concerns?

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These standard lighted displays provide …
130
• Consistency
• Easy visibility
• Status at a glance
• Problem recognition
• Team encouragement

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Marquee Information Display
What are other good uses for marquee displays ?

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Visual Displays as
As Voice to our Visitors
• Share success stories
• Recognize team
achievements
• Communicate pride in our
work

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Team Territory
This area is the team’s domain, but it is seen by all

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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

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Shift Start-Up Meetings
• sessio A daily working sessionn aatt tthhee ssttaarrtt--uupp ooff tthhee sshhiifftt tthhaatt’’ss::
• SShhoorrtt,, eevveerryy ddaayy,, eeaacchh sshhiifftt aanndd iinn eeaacchh wwoorrkk uunniitt
• AA ccoonnssiisstteenntt mmeetthhoodd ttoo ccoommmmuunniiccaattee eesssseennttiiaall iinnffoorrmmaattiioonn
• AA wwaayy ttoo aacccceelleerraattee tthhee ddiisssseemmiinnaattiioonn ooff eesssseennttiiaall iinnffoorrmmaattiioonn
• AA ddaaiillyy ddiisscciipplliinnee tthhaatt hheellppss iimmpprroovvee tteeaamm ppeerrffoorrmmaannccee ddaaiillyy
• AAnn ooppppoorrttuunniittyy ttoo rreeffeerr ttoo aanndd uuppddaattee tthhee PPrriimmaarryy VViissuuaall DDiissppllaayy
• AA eesssseennttiiaall ttooooll ttoo hheellpp ccrreeaattee && mmaaiinnttaaiinn tteeaamm iinnvvoollvveemmeenntt
Daily shift start-up meetings are the place to communicate and
share news and information.

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Shift Start-Up Meetings
• TThhee mmeeeettiinngg iiss sshhoorrtt aanndd vveerryy ffooccuusseedd
• 1100 mmiinnuutteess mmaaxxiimmuumm
• CCeenntteerreedd oonn ddaaiillyy iissssuueess aanndd aaccttiivviittiieess
• MMeeeettiinngg hheelldd wwiitthh eennttiirree tteeaamm aanndd ffaacciinngg tthhee PPrriimmaarryy VViissuuaall DDiissppllaayy
• PPaarrttiicciippaannttss ssttaanndd dduurriinngg tthhee mmeeeettiinngg
• TTeeaamm mmeemmbbeerrss ttaakkee ttuurrnnss bbeeiinngg tthhee ffaacciilliittaattoorr
• IInniittiiaallllyy tthhiiss iiss lleedd bbyy ssuuppeerrvviissiioonn
• NNoottee:: CCoouulldd bbee uupp ttoo aa mmoonntthh uunnttiill tthhee tteeaamm iiss ccoonnffiiddeenntt wwiitthh wwhhaatt ttoo ddoo aanndd nnaattuurraall
lleeaaddeerrsshhiipp bbeeggiinnss ttoo eemmeerrggee –– ssttiillll,, iitt’’ss iimmppoorrttaanntt ttoo ggiivvee eevveerryyoonnee aann ooppppoorrttuunniittyy ttoo
ffaacciilliittaattee tthhee mmeeeettiinngg aanndd ssuuppeerrvviissiioonn oofftteenn ccoonnttiinnuueess ttoo ppaarrttiicciippaattee ttoo ooffffeerr ssuuppppoorrtt,,
hheellpp rreemmoovvee oobbssttaaccllee aanndd rrooaaddbblloocckkss aanndd ssttaayy iinn ttuunnee wwiitthh iissssuueess..
• TTeeaamm rreeccoorrddss ddeecciissiioonnss,, aaccttiioonnss && nneexxtt sstteeppss oonn PPrriimmaarryy VViissuuaall DDiissppllaayy
• NNoo ffoorrmmaall//CCoommppuutteerriizzeedd rreeppoorrtt wwrriittiinngg ddeessiirraabbllee oorr nneecceessssaarryy
• OOtthheerr ddiissccuussssiioonnss sshhoouulldd hhaappppeenn oouuttssiiddee tthhiiss mmeeeettiinngg

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Common Territory
Shared Territory

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Extra ! Extra ! Extra !
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 !

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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?

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Customer / Supplier Display
What is being produced here?
Where is the product used?

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Exhaust assembly display with
vehicle application

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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

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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

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Remember...
Your Visual Displays tell others...
what is important to ourcompany!

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Visual Management
Module 4

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Phase 3 of Visual Management is …

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How do we create Visual Management?
One phase at a time...
The 3rd Phase is Visual Measures
The 2nd Phase is Visual Display
The 1st Phase is Workplace Organization

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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

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Why do we use measurement data?
• To make more informed
decisions about our
operations
• To keep management
and shop floor
associates informed of
progress
• To drive and fine-tune our
improvement activities
• To educate the plant
community
If you are not going to
use data, don’t collect it!

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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!

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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”

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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

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What do we measure ?
Cross
Training
P P M Process
Uptime /
Downtime
Capability
Supplier
Quality
Lost
Time
Accidents
Floor Space
Manufacturing
Scrap
Changeover
Time

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The Standards
Company recommends these standard measurement
tools be used to:
• Indicate status
• Collect data
• Solve problems
• Measure performance

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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

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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

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Visual Production Counters
Visual production counters
help us:
• Keep accurate counts
• Make goals visible
• Detect production
abnormalities
• Satisfy customers
Goal / Actual / + or -

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Downtime / Product Count Example

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5S CHECKLIST
5 S Audit Tools
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?

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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

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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

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The Versatile BOS Chart
The BOS Chart can wear
many hats:
• Visual display
• Problem solving tool
• Progress indicator
• Assign responsibilities

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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

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LINE:________________ BOS Key Measurable
TREND LINE SUGGESTIONS
Comp
Date %Comp
164
25 50
75 100
DATE:_______________
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
25 50
75 100
Ref # Suggestions Resp
Ref # Description
ANALYSIS (PARETO) IMPROVEMENT TRACKING

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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

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Step 2
Team determines what to BOS Chart
• Something needing
improvement
• Team has control
• Important to customer
• Important to our company

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Step 3
Team members update BOS
• Use team meeting to study data
• Team plans improvement
activities
• Everyone participates
• Computers not required

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Step 4
Make BOS results visible at the Work Unit

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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 ?

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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?

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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

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Module 5

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How do we create Visual Management?
One phase at a time...
The 4th Phase is Visual Management
The 3rd Phase is Visual Measures
The 2nd Phase is Visual Display
The 1st Phase is Workplace Organization

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Visual Management
Using the information provided by visuals to make informed
and proper decisions or judgements daily.

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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.

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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?

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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

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Status at a Glance
What information do we need to know?
• Is it?
• easily visible
• consistent throughout the facility or business unit
• current
• USEFUL

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Visual Management For:
• Workplace
• Safety
• Operations
• Equipment
• Quality
• Storage

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Status at a Glance
What do certain visuals communicate and how do we use
them to manage?
• Production counters
• Downtime/Uptime clocks
• Change-over clocks
• BOS charts

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Status at a Glance
What do certain visuals communicate and how
do we use them to manage?
•Safety
•PPM
•Scrap

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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?

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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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.

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Needs for Improvement
• Utilize these visuals to make improvements and
suggestions for improvements during:
• EI meetings
• Shift Start Up Meetings
• Downtime
• ALL the Time

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Standard Work Tools
Balance boards and equipment layouts are used to:
• Level work loads
• Make our jobs easier
• Processes better and more efficient

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Standard Work Tools
What does this tell us?
How would you use this to manage?

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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
Plant Material Inventory
Inter-Plant Transfers (On-Line)
Radio Frequency (RF)
Trakker Scanner (IRL)
Hazardous Mat’l Inventory
Plant Batch Reporting
Skills Assessment
Employee Name
Scan
Code
Single Receiving
Bar Item
Kanban/Inventory Inventory Division Joe
Bob
Betty
Cross Training Chart

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Designated Areas of Responsibility
• Color coded maps
• Who does what?
• How often do they do it?

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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

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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

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Red Box Scrap

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Control Ranges

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Error Proofing Program
P1 Device
(Green)
An Error Proofing device that PREVENTS an error from
occurring

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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

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Error Proofing Program
P3 Device
(Blue)
An Error Proofing device that detects a defect and
ELIMINATES IT FROM THE FLOW of good products

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Process Capability

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CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
Long Term
Study
Cp Cpk Study Date
Capable

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CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
Long Term
Study
Cp Cpk Study Date
Not Capable

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Visual Management
Are WE Hitting the Target?

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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?

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The Visual Management Check List and
Implementation

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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

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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:

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End of Visual Management