Visual Management by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
Visual
Management

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1.  Understand that visual management is an integral part
of Lean transformation
2.  Familiarize with the common visual tools such as red
tagging, activity boards, A3 storyboards, mistake-
proofing, one-point lessons, standard work, kanban,
etc.
3.  Gain knowledge on how to apply visual tools to add
structure and stability to operations, reducing variation
and increasing efficiency
Copyrights of all the pictures used in this presenta4on are held by their respec4ve owners.
NOTE: This is a PARTIAL
PREVIEW. To download the
complete presentation, please visit:
http://www.oeconsulting.com.sg

Contents
•  Introduction
•  5S - The foundation for a
visual workplace
•  Types of visual
management
§  Visual display
§  Visual metrics
§  Visual control
•  Mistake-proofing
•  Common visual tools
§  Red tagging
§  Activity board
§  A3 storyboard
§  One-point lesson
§  Standard work chart
§  Takt time versus actual
cycle time
§  Kanban

What is Visual Management?
•  Visual management is the concept of making a
workplace more effective by making the current condition
of a workplace obvious at a glance
•  Visual Management enhances the smooth flow of
information by using visual and audio signals instead of
texts or other written instructions
•  It includes a set of techniques that makes operation
standards visible so that people can follow them more
easily
•  These techniques expose waste so that it can be
prevented and eliminated

What Visual Management Is NOT
•  Putting up displays and charts to impress corporate
visitors or customers
•  Cluttering empty walls with visuals as if decorating for a
birthday or Christmas party
•  A one-time effort, only to have the visuals or information
become outdated over time
•  Isolated from management standard work

Why Visual Management?
•  In an instant, view the situation globally or in details
• Resources
• Tools & equipment
• Materials
• etc.
• Norms
• Methods
• etc.
• What's right
• What's wrong
• What's done
• What's left to be done
• The delays

Applications of Visual Management
•  Display standards and
reliable methods
•  Identify abnormal
conditions immediately
•  Prompt quick action and
communication

5 Disciplines for a Successful Visual
Management System
Disciplines Description
Project
identification
•  Define implementation areas and establish current
conditions and baselines
Workplace
organization
•  Implement the 5S as a strong foundation
Visual display •  Create a visual communication system providing the
right information in the right format at the point of need
Visual metrics •  Quantify the path to targets for success
Visual control •  Create an error-proofed environment to promote easy
adherence to standards

Examples of 5S Visuals
Stocking fixtures
Mark your shelves, flow racks,
totes, and other stocking fixtures
with industrial labels that are
large enough to read at a
glance.
Source: Brady 50 Lean Visuals Pocketbook
Inside and outside of
drawers, cabinets and
toolboxes
All drawers, cabinets, toolboxes,
and other organizers should be
marked on the outside to clearly
indicate what is contained
within. Also mark the inside of
your storage compartments to
clearly identify where each item
is properly stored.
Rejects or materials on hold
for QA
Mark parts and products that
need to be inspected, or that
have been inspected and have
been rejected as defective. It is
recommended the color orange
be used to indicate that
inspection is needed before use;
red can be used to indicate if the
product has been rejected.

Three Types of Visual Management
Visual
Displays
Visual
Controls
Visual
Metrics

Three Types of Visual Management
•  Label to make it perfectly clear
where things belong and what the
procedures are
Visual
Displays
•  Quantify the path to targets for
success
•  Graphs and Pareto charts
Visual
Metrics
•  Create an mistake-proofed
environment to promote easy
adherence to standards
Visual
Controls

Examples of Visual Display
Hazardous areas or
equipment
Use a black and yellow striped
marking as a border around any
area or piece of equipment where
employees may be inadvertently
exposed to a special hazard. The
black and yellow border indicates
that special caution should be
exercised when entering and
working in the area.
Point-of-need safe work
instructions
Hazard warnings and safe work
instructions should be posted at
the point of need - right where
the hazard exists for your
employees.
Safety and fire protection
equipment floor markings
Use red and white striped floor
tape to mark off the areas in
front of safety equipment and
firefighting equipment that must
be kept clear, per OSHA
requirements.

Examples of Andon

Visual Metrics
•  Visual metrics allow everyone to “know the score” and
they make out-of-standard situations immediately
obvious
•  Enables everyone to ‘see’ how we’re performing
•  Helps highlight problems, or variances from standard
•  Encourages employee involvement and open
discussions

•  Gaps? Trends?What is
happening?
•  Root causes?Why?
•  Correct the problem – implement
containment action?
•  Prevent the problem –
permanent corrective action?
What needs to
be done?
•  Who does what?
•  Any support needed?Who is going to
do it?
•  Prioritization?
•  Deadline?
•  Milestones?
When is it going
to be done?
Visual metrics facilitates communication and
identification of areas that need improvement
Productivity
Delivery
Quality
Customer Satisfaction
Sales per Employee
Cost Per Employee
First Call Resolution
SLA Metrics Met
Actual $3,200
Target $3,500
Actual $91.50
Target $78.39
Actual 80%
Target 95%
Actual 4.8
Target > 4 of 5
Actual 7.0
Target 9.0
Actual 5.0 hrs
Target 4.5 hrs
Actual 2 hr
Target 1 hrs
Customer Complaints
Actual 2.0
Target 1.0
Turnaround Time
Response Time
Overall Satisfaction
12108642
USL
Process Data
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *
Target *
USL 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
Observed Performance
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
Exp. Within Performance
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USL
Process Data
Sample N 100
LSL *
Target *
USL 9
Sample Mean 6.21762
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
12108642
USL
Process Data
Sample N 100
LSL *
Target *
USL 9
Sample Mean 6.21762
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Example of a visual metrics board

“Spaghetti” diagrams
BEFORE AFTER
Process maps
BEFORE
AFTER
Process flow charts
AFTERBEFORE
Photos
BEFORE AFTER
Process observation forms
BEFORE AFTER
Action listing
5S rating
BEFORE AFTER
TAKT vs. cycle time
BEFORE AFTER
Teams should collect data and display their 5S projects
Visual management board for Kaizens and
continuous improvement projects

Examples of Visual Control
Gauge labels
Adding a simple gauge label
enables any employee to easily
detect abnormalities at a glance
and at a distance. Without the
label, only a trained inspector
would know if the temperature or
pressure setting is correct.
Drive tension guides
Drive tension guides help
operators inspect for proper
tension on the drive system. Using
red and green color blocks, these
visuals indicate when a chain or
belt needs to be tightened or
replaced.
Oil level indicators
Placing a green and red striped
label behind the oil sight tube
helps operators quickly detect
when oil levels are too high or
too low.

Mistake-proofing
•  Mistake-proofing refers to
techniques that make it
impossible to make
mistakes
•  Also known as Poka Yoke
in Japanese
•  Mistake-proofing helps
people and processes work
right the first time

Mistake-Proofing Has Dual Focus
DefectsMistakesProcess
Prevention
Poka-Yoke that focuses here
works on mistake prevention or
making mistakes impossible.
Detection
Poka-Yoke that focuses here
works on mistake detection,
or making sure mistakes do
not turn into defects.
People and systems do make mistakes.
A portion of mistakes turn into defects.

Examples of Mistake-Proofing (2)
Go/No-go
Turnstiles are commonly used in
subways to regulate the flow of
human traffic, especially during
peak hours. As a “go/no go” or
“pass/fail” device, it prevents
defects by determining if a
feature is present or not. At
airports, go/no-go luggage
gauges ensure that carry-on
luggage can fit into the overhead
compartments or under the seat.
Time separation
Mistakes can be prevented by
separating contradictory or
opposing feature requirements
in time. The light indicates the
allowed flow of traffic separating
the flow by specific periods of
time. Many stoplights are timed
with a three-second delay to
allow previous cars to exit the
intersection before cross traffic is
permitted to enter.
Space separation
A common problem in waiting
lines is having customers
accidentally or deliberately
cutting into the queue. To
prevent this problem and have
better control of physical space,
barriers are erected to guide
customers to enter from the end
of the line to approach the
serving area.

7 Steps of Mistake-Proofing
Select Process
Define Problems
Prioritize Opportunities
Find Root Causes
Create Potential Solutions
Select / Implement Solutions
Monitor / Standardize

What is Red Tagging?
•  Red tagging is a method used in the sorting phase of 5S
that involves placing tags on items to designate their
status
•  Red tags are used to identify unnecessary items that
need to be either thrown out, recycled, sold or relocated
•  They are especially useful as a visual management
tool as they easily communicate visually to other staff
members that the tagged items are unneeded/unwanted

Examples of Reg Tagging Event
5S sort event: Red tagging on items
which are unwanted or to be removed.
Above: Tagging (common called ‘fuguai
tagging’) of production equipment during
initial cleaning in TPM activities. Below:
Tag is removed only after repair is made.

What is an Activity Board?
•  Activity board is a visual tool to guide teams to action
•  It is a visual scorecard for the team’s progress toward
company, departmental and team visions and targets
•  It keeps everyone’s attention on the project, using colors
and graphs to make information clear to everyone who
sees it
•  Is a focal point for team meetings, and a place for
management’s feedback and encouragement
Key TPM Tools

Example: Daily Management Board
Daily management boards
Format your daily
management boards to not
only track metrics, but to also
drive improvement! Consider
maintaining 4 charts for each
metric that is important to that
area:
•  Chart #1: A trend chart
comparing actual metrics
to goals over time (day,
week, month, etc.).
•  Chart #2: A living Pareto
chart, which includes
issues that have been
identified and the
frequency of their
occurrence so problems
can be prioritized.
•  Chart #3: A sheet that guides employees through root cause
analysis and problem solving.
•  Chart #4: An action plan spreadsheet that outlines existing
countermeasures, along with their owners, due dates and statuses.

A3 Thinking is a “Funneling” Thought
Process
5 Whys
Root Cause
Initial Problem Perception
(large, vague, complicated problem)
The “Real” Problem
Identify Causes
Grasp the Situation
Cause Investigation
Countermeasure
Basic Cause-Effect
Investigation
Investigation to
Root Cause

Examples of One-point Lesson
One point labels
One-point lessons are typically depicted as
standard letter size documents. However,
they are even more effective the critical
information is condensed onto a label or
set of labels. The information can then be
posted right at the point of need – exactly
where your employees can benefit from it.
One-point lessons
If employees are struggling to
remember one step in a procedure,
consider creating a “one point” or
“single point” lesson. A one-point
lesson is different from a typical
procedure in that it focuses on one
critical point.

A Good Standard Should be Visual
Training matrix
A cross-training
matrix provides
visibility on the
current training
status of the team
Firefighting equipment
Firefighting equipment, eye wash
stations, first aid stations, safety
showers, and other safety equipment
should be clearly marked with signage
to help employees easily locate them
throughout the facility.
Colored containers
Color-coded disposal
container station
ensures the right
waste is disposed into
the right container
John Mark Sue Jim
Pack Table Restocking X X X
Supply Shelf Restocking X X X
Handling Incompletes X
Equipment Maintenance X
File Organizing X X X X
Visual Charts X X X
Cleaning X X X X

Examples of
Standard Work
Dance charts
Post standard work flow diagrams or “dance
charts” in the work area to help employees
remember the proper task sequence based on
the number of people assigned to the cell.
Procedures
If the steps associated with performing a task are
challenging to follow, make sure you have detailed
procedures available. Procedures should include:
•  What the employee needs to do
•  Order in which it should be done
•  Amount of time it takes to do the
•  Desired outcome

How to Achieve Takt Time
•  Line Balancing - How to evenly distribute work in a cell
so that Takt time can be met
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step A4
10
20
30
40
50
60
0
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step A4 Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step E2
10
20
30
40
50
60
0
Before Line
Balancing
After Line
Balancing

Examples of Production & Inventory
Control Visuals
Kanban cards
Kanban systems not only control
inventory, but also make the
reordering process more visual and
efficient. Kanban cards (e.g. tags or
magnets) can include product
descriptions and ordering information,
depending on the need.
Batter’s boxes and FIFO lanes
Lines and boxes can help sequence
work with batter’s boxes and FIFO
(first in, first out) lanes.
Batter’s box: a storage area next to
a machine where the “next-up”
product should be stored.
FIFO lanes: visuals that mark the
staging spots in a lane of work. The
number of staging spots also indicates
the maximum amount of WIP that can
be stored, which helps prevent
overproduction.
Kanban labels on bins
In a 2-bin system, labels are placed on
the outside of the bins to communicate
information. In this example, the empty
bin is taken back to the central
inventory area for replenishment. Parts
do not need to be packed into
intermediate transport containers or
placed into other storage bins for the
production line. (No more lost kanban
cards!)

Summary
•  Visual management is an essential part of a Lean
management system
•  Visual management uses displays, metrics and controls
to help establish and maintain continuous flow
•  Visual tools reinforce standards, and help people detect
abnormalities at a glance
•  For visual management be effective and sustainable, it
has to be integrated with management standard work

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
•  Operational Excellence Consulting (OEC) is a management training
and consultancy firm that assists organizations in improving
business performance and effectiveness using Lean methodologies.
•  The firm’s mission is to create business value for organizations
through innovative operational excellence management training and
consulting solutions.
•  OEC takes a unique “beyond the tools” approach to enable clients
develop internal capabilities and cultural transformation to achieve
sustainable world-class excellence and competitive advantage. For
more information, please visit www.oeconsulting.com.sg

END OF PREVIEW
To download the complete presentation,
please visit:
www.oeconsulting.com.sg

Visual Management by Operational Excellence Consulting

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