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"Visual management & 5S " in Lean T.P.S (Workshop slides)

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Visual Management
5 S
Basics of Lean Work Place
Neat , Safe , Orderly , Problems are visual

Published in: Automotive
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"Visual management & 5S " in Lean T.P.S (Workshop slides)

  1. 1. Zeeshan Syed Visual Management 1 QUICK SET-UP Visual Management
  2. 2. Zeeshan Syed Visual Management 2 Visual Management Module 1
  3. 3. Zeeshan Syed Visual Management 3 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
  4. 4. Zeeshan Syed Visual Management 4 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
  5. 5. Zeeshan Syed Visual Management 5 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
  6. 6. Zeeshan Syed Visual Management 6 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
  7. 7. Zeeshan Syed Visual Management 7 Brainstorming Exercise Let’s think about things as they are today. .. Do we work in a visual workplace ?
  8. 8. Zeeshan Syed Visual Management 8 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
  9. 9. Zeeshan Syed Visual Management 9 Visual Workplace Vision Describe your vision of what the ideal workplace is like
  10. 10. Zeeshan Syed Visual Management 10 • 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
  11. 11. Zeeshan Syed Visual Management 11 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.
  12. 12. Zeeshan Syed Visual Management 12 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
  13. 13. Zeeshan Syed Visual Management 13 • 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
  14. 14. Zeeshan Syed Visual Management 14 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
  15. 15. Zeeshan Syed Visual Management 15 • 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
  16. 16. Zeeshan Syed Visual Management 16 Basic types • Shadow boards • Indicators on various items e.g. gauges • Heijunka boards – showing the status of daily schedules • Design pull systems (Kanban)
  17. 17. Zeeshan Syed Visual Management 17
  18. 18. Zeeshan Syed Visual Management 18 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.
  19. 19. Zeeshan Syed Visual Management 19 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
  20. 20. Zeeshan Syed Visual Management 20 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
  21. 21. Zeeshan Syed Visual Management 21 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
  22. 22. Zeeshan Syed Visual Management 22 The 4 Phases to Visual Management Visual Management Visual Measures Visual Display Workplace Organization
  23. 23. Zeeshan Syed Visual Management 23 Workplace Standards • Definition Objects or practices considered to be the example or model. Standards should be established by general team consensus.
  24. 24. Zeeshan Syed Visual Management 24 Why use standards ? Workplace standards offer these benefits: • Universally understood • Assure quality and consistency • Eliminate variation • Make abnormalities apparent ALTO
  25. 25. Zeeshan Syed Visual Management 25 How many of these standards are standard in your plant ? STANDARD CHANGEOVER CLOCK
  26. 26. Zeeshan Syed Visual Management 26 How many of these standards are standard in your plant ? RED BOX SCRAP
  27. 27. Zeeshan Syed Visual Management 27 How many of these standards are standard in your plant ? T P M BOARD
  28. 28. Zeeshan Syed Visual Management 28 How many of these standards are standard in your plant ? DOWNTIME / PRODUCTION DISPLAY
  29. 29. Zeeshan Syed Visual Management 29 How many of these standards are standard in your plant ? B O S CHART
  30. 30. Zeeshan Syed Visual Management 30 Visual Management Module 2
  31. 31. Zeeshan Syed Visual Management 31 How do we create Visual Management? One phase at a time... The 1st Phase is Workplace Organization
  32. 32. Zeeshan Syed Visual Management 32 Workplace Organization A Vital Link To Continuous Improvement
  33. 33. Zeeshan Syed Visual Management 33 S 5S’S • Sort • Stabilize • Shine • Standardize • Sustain SSSS
  34. 34. Zeeshan Syed Visual Management 34 Sort The First S
  35. 35. Zeeshan Syed Visual Management 35 First S - Sort • Keep what is needed • Eliminate what is not • Identify what is out of place • X - Tag
  36. 36. Zeeshan Syed Visual Management 36 Dark Corners and Healing Walls
  37. 37. Zeeshan Syed Visual Management 37 Sort Here Is A Good Example How can it be improved?
  38. 38. Zeeshan Syed Visual Management 38 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
  39. 39. Zeeshan Syed Visual Management 39 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
  40. 40. Zeeshan Syed Visual Management 40 X-Tag Name: Date: Removal Date Location: Reason for X-Tag:
  41. 41. Zeeshan Syed Visual Management 41 Stabilize The Second S Operator
  42. 42. Zeeshan Syed Visual Management 42 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
  43. 43. Zeeshan Syed Visual Management 43 Does this look well stabilized?
  44. 44. Zeeshan Syed Visual Management 44 Outlines or Footprints A little out of place
  45. 45. Zeeshan Syed Visual Management 45 The Third S
  46. 46. Zeeshan Syed Visual Management 46 3rd S - Shine • Cleaning is inspection • Make cleaning everyday work • Assign responsibilities • color coded maps • rotate cleaning responsibilities • Utilize downtime & help others
  47. 47. Zeeshan Syed Visual Management 47 Is This Your Locker Room?
  48. 48. Zeeshan Syed Visual Management 48 Before and After
  49. 49. Zeeshan Syed Visual Management 49 A well shined facility
  50. 50. Zeeshan Syed Visual Management 50 A well shined facility
  51. 51. Zeeshan Syed Visual Management 51 Standardize The Fourth S
  52. 52. Zeeshan Syed Visual Management 52 4th S - Standardize • X-Tag procedures • Holding areas • Cleaning procedures • Location of items • Operating procedures
  53. 53. Zeeshan Syed Visual Management 53 A Place For Everything Even rags, gloves, and trash
  54. 54. Zeeshan Syed Visual Management 54 A Place For Everything Every item has a place, is labeled, and color coded
  55. 55. Zeeshan Syed Visual Management 55 Communicating What Goes Where Simple but effective
  56. 56. Zeeshan Syed Visual Management 56 Sustain The Fifth S
  57. 57. Zeeshan Syed Visual Management 57 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
  58. 58. Zeeshan Syed Visual Management 58 Visual Ranges Make It Easier to Sustain
  59. 59. Zeeshan Syed Visual Management 59 Visual Ranges Make It Easier to Sustain
  60. 60. Zeeshan Syed Visual Management 60 Sustain Everyone needs to do their part to keep things where and how they belong
  61. 61. Zeeshan Syed Visual Management 61 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
  62. 62. Zeeshan Syed Visual Management 62 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?
  63. 63. Zeeshan Syed Visual Management 63 5S Checklist • Audits performed for 5S’s • Visual display of current standings and progress • Emphasis on Sustaining 5S Audit Points Needing Attention 7
  64. 64. Zeeshan Syed Visual Management 64 5S Supportive Strategies • Color coding • Point of use • Safety
  65. 65. Zeeshan Syed Visual Management 65 Color coding things is a fast, easy way to separate different items and to visually determine if something is misplaced
  66. 66. Zeeshan Syed Visual Management 66 Scrap - Manufacturing scrap - Tubing - Mixed scrap-banding, cold rolled, stainless - Process scrap
  67. 67. Zeeshan Syed Visual Management 67 Examples
  68. 68. Zeeshan Syed Visual Management 68 Examples
  69. 69. Zeeshan Syed Visual Management 69 Color Coded Scrap Hoppers
  70. 70. Zeeshan Syed Visual Management 70 Part Color Coding Different color for each part number  Colors correspond to colors of:  work units  tooling  gages  fixtures  settings
  71. 71. Zeeshan Syed Visual Management 71 Color Coded Dies
  72. 72. Zeeshan Syed Visual Management 72 Point of Use • Tools • Parts disposal • Operating procedures • Lock-out instructions • Materials/Finished goods • Information Looking For Tools
  73. 73. Zeeshan Syed Visual Management 73 Point of Use
  74. 74. Zeeshan Syed Visual Management 74 Point of Use Not enough room to store at the point of use, so make them mobile
  75. 75. Zeeshan Syed Visual Management 75 Point of Use Fixtures rotate so they take up less space and are kept at the point of use
  76. 76. Zeeshan Syed Visual Management 76 Point of use Information
  77. 77. Zeeshan Syed Visual Management 77 Safety: The 6th - S Is of great concern when considering workplace organization and the 5S’s
  78. 78. Zeeshan Syed Visual Management 78 Safety Color coded guards and labeling
  79. 79. Zeeshan Syed Visual Management 79 Sufficient Room to Exit the Work Unit Exit One small exit for up to 9 operators
  80. 80. Zeeshan Syed Visual Management 80 Safety Well labeled, but what keeps people out of coils?
  81. 81. Zeeshan Syed Visual Management 81 Safety Color coded and visual -easily accessible?
  82. 82. Zeeshan Syed Visual Management 82 Safety
  83. 83. Zeeshan Syed Visual Management 83 WPO Exercise • 5S and WPO checklist • X - Tag
  84. 84. Zeeshan Syed Visual Management 84 X-Tag Name: Date: Removal Date Location: Reason for X-Tag:
  85. 85. Zeeshan Syed Visual Management 85 X-TAG REPORT OUT AREA STUDIED: TEAM: DATE: PAGE: of Name Item Quantity Reason for X-Tag Removal Date Cost
  86. 86. Zeeshan Syed Visual Management 86 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?
  87. 87. Zeeshan Syed Visual Management 87 5S Audit Points Needing Attention
  88. 88. Zeeshan Syed Visual Management 88 Module 3
  89. 89. Zeeshan Syed Visual Management 89 Phase 2 of Visual Management is …
  90. 90. Zeeshan Syed Visual Management 90 How do we create Visual Management? One phase at a time... The 2nd Phase is Visual Display The 1st Phase is Workplace Organization
  91. 91. Zeeshan Syed Visual Management 91 Are we ready for Visual Display ? Before Visual Display... Implement 5 S
  92. 92. Zeeshan Syed Visual Management 92 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
  93. 93. Zeeshan Syed Visual Management 93 Benefits of Visual Display • Makes work safer and easier • Communicates information about performance • Makes standards visible • Makes problems recognizable • Creates a shared knowledge base
  94. 94. Zeeshan Syed Visual Management 94 Visual Display tells others… what is important to our company.
  95. 95. Zeeshan Syed Visual Management 95 Types of Visual Display Begin implementing Visual Display with: • Designated Locations • Indicate danger; Set limits; Make work easier • Information Boards • Work Instructions • Checklists
  96. 96. Zeeshan Syed Visual Management 96 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
  97. 97. Zeeshan Syed Visual Management 97 Designated Location Example This location is exclusively for fire safety
  98. 98. Zeeshan Syed Visual Management 98 Designated Location Example Components Kanban: What, Where, and How many
  99. 99. Zeeshan Syed Visual Management 99 Floor Labeling Example
  100. 100. Zeeshan Syed Visual Management 100 Designated Location Example
  101. 101. Zeeshan Syed Visual Management 101 Would you pay for a dozen eggs ? Eggs Grade A
  102. 102. Zeeshan Syed Visual Management 102 Designated Location Example Egg Carton Display
  103. 103. Zeeshan Syed Visual Management 103 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
  104. 104. Zeeshan Syed Visual Management Mobile cart provides designated location 104 and point of use flexibility Could this idea make work easier for anyone in your plant ?
  105. 105. Zeeshan Syed Visual Management 105 Make Visual Display easy, convenient, manageable
  106. 106. Zeeshan Syed Visual Management 106 Other types of Visual Display Work Instructions Information Board T P M Checklist
  107. 107. Zeeshan Syed Visual Management 107 Visual Work Instructions What do size and placement of work instructions tell us ?
  108. 108. Zeeshan Syed Visual Management 108 Product Boundary Sample Display • Increases quality awareness • Reduces variation • Useful training aid • Creates pride in products made Need a new example of Boundary Sample!!!!
  109. 109. Zeeshan Syed Visual Management 109 Raw Material Boundary Samples • Set quality standards • Operators make quality decisions • Create shared product knowledge Use photos when actual samples are not practical
  110. 110. Zeeshan Syed Visual Management 110 Information Board Examples
  111. 111. Zeeshan Syed Visual Management 111 Information Boards • What is the focus of this information board ?
  112. 112. Zeeshan Syed Visual Management 112 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
  113. 113. Zeeshan Syed Visual Management 113 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
  114. 114. Zeeshan Syed Visual Management 114 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
  115. 115. Zeeshan Syed Visual Management 115 Other Types of Visual Display • Status Boards • Product Displays • Storyboards / Pictures • Electronic Marquees Business Unit Display
  116. 116. Zeeshan Syed Visual Management 116 The best visual displays are easy to understand Symbols • are easily understood • give immediate status • engage viewer’s attention
  117. 117. Zeeshan Syed Visual Management 117 Symbols make status visible and easy to understand What other information might be useful here ?
  118. 118. Zeeshan Syed Visual Management 118 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
  119. 119. Zeeshan Syed Visual Management 119 Pictures Display Before and After Improvements are easily documented with pictures
  120. 120. Zeeshan Syed Visual Management 120 TPM Before and After ( Storyboards )
  121. 121. Zeeshan Syed Visual Management To add impact to visual displays, relate items to a cost. 121
  122. 122. Zeeshan Syed Visual Management 122 Product display for waste awareness
  123. 123. Zeeshan Syed Visual Management 123 Using Visual Display to show operating supplies cost
  124. 124. Zeeshan Syed Visual Management Sample assemblies are added to display every 2 hours 124 Product Display Example Display used as a problem-solving tool
  125. 125. Zeeshan Syed Visual Management 125 Team decision-making tools How do balance boards and cross training charts become team decision making tools ?
  126. 126. Zeeshan Syed Visual Management 126 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
  127. 127. Zeeshan Syed Visual Management 127 Everyone knows, “Safety is our Top Priority”
  128. 128. Zeeshan Syed Visual Management 128 Lost Time Accidents • Goal is “Zero Accidents” • Always keep displays up to date • Changing the display daily focuses our attention on safety -daily
  129. 129. Zeeshan Syed Visual Management 129 Lighted displays capture attention What audio warnings exist for safety concerns?
  130. 130. Zeeshan Syed Visual Management These standard lighted displays provide … 130 • Consistency • Easy visibility • Status at a glance • Problem recognition • Team encouragement
  131. 131. Zeeshan Syed Visual Management 131 Marquee Information Display What are other good uses for marquee displays ?
  132. 132. Zeeshan Syed Visual Management 132 Visual Displays as As Voice to our Visitors • Share success stories • Recognize team achievements • Communicate pride in our work
  133. 133. Zeeshan Syed Visual Management 133 Team Territory This area is the team’s domain, but it is seen by all
  134. 134. Zeeshan Syed Visual Management 134 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
  135. 135. Zeeshan Syed Visual Management 135 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.
  136. 136. Zeeshan Syed Visual Management 136 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
  137. 137. Zeeshan Syed Visual Management Provide teams the territory they need to succeed 137 Common Territory Shared Territory
  138. 138. Zeeshan Syed Visual Management 138 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 !
  139. 139. Zeeshan Syed Visual Management 139 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?
  140. 140. Zeeshan Syed Visual Management 140 Customer / Supplier Display What is being produced here? Where is the product used?
  141. 141. Zeeshan Syed Visual Management 141 Exhaust assembly display with vehicle application
  142. 142. Zeeshan Syed Visual Management 142 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
  143. 143. Zeeshan Syed Visual Management 143 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
  144. 144. Zeeshan Syed Visual Management 144 Remember... Your Visual Displays tell others... what is important to ourcompany!
  145. 145. Zeeshan Syed Visual Management 145 Visual Management Module 4
  146. 146. Zeeshan Syed Visual Management 146 Phase 3 of Visual Management is …
  147. 147. Zeeshan Syed Visual Management 147 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
  148. 148. Zeeshan Syed Visual Management 148 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
  149. 149. Zeeshan Syed Visual Management 149 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!
  150. 150. Zeeshan Syed Visual Management 150 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!
  151. 151. Zeeshan Syed Visual Management 151 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”
  152. 152. Zeeshan Syed Visual Management 152 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
  153. 153. Zeeshan Syed Visual Management 153 What do we measure ? Cross Training P P M Process Uptime / Downtime Capability Supplier Quality Lost Time Accidents Floor Space Manufacturing Scrap Changeover Time
  154. 154. Zeeshan Syed Visual Management 154 The Standards Company recommends these standard measurement tools be used to: • Indicate status • Collect data • Solve problems • Measure performance
  155. 155. Zeeshan Syed Visual Management 155 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
  156. 156. Zeeshan Syed Visual Management 156 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
  157. 157. Zeeshan Syed Visual Management 157 Visual Production Counters Visual production counters help us: • Keep accurate counts • Make goals visible • Detect production abnormalities • Satisfy customers Goal / Actual / + or -
  158. 158. Zeeshan Syed Visual Management 158 Downtime / Product Count Example
  159. 159. Zeeshan Syed Visual Management 159 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?
  160. 160. Zeeshan Syed Visual Management 160 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
  161. 161. Zeeshan Syed Visual Management 161 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
  162. 162. Zeeshan Syed Visual Management 162 The Versatile BOS Chart The BOS Chart can wear many hats: • Visual display • Problem solving tool • Progress indicator • Assign responsibilities
  163. 163. Zeeshan Syed Visual Management 163 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
  164. 164. Zeeshan Syed Visual Management 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
  165. 165. Zeeshan Syed Visual Management 165 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
  166. 166. Zeeshan Syed Visual Management 166 Step 2 Team determines what to BOS Chart • Something needing improvement • Team has control • Important to customer • Important to our company
  167. 167. Zeeshan Syed Visual Management 167 Step 3 Team members update BOS • Use team meeting to study data • Team plans improvement activities • Everyone participates • Computers not required
  168. 168. Zeeshan Syed Visual Management 168 Step 4 Make BOS results visible at the Work Unit
  169. 169. Zeeshan Syed Visual Management 169 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 ?
  170. 170. Zeeshan Syed Visual Management 170 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?
  171. 171. Zeeshan Syed Visual Management 171 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
  172. 172. Zeeshan Syed Visual Management 172 Module 5
  173. 173. Zeeshan Syed Visual Management 173 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
  174. 174. Zeeshan Syed Visual Management 174 Visual Management Using the information provided by visuals to make informed and proper decisions or judgements daily.
  175. 175. Zeeshan Syed Visual Management 175 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.
  176. 176. Zeeshan Syed Visual Management 176 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?
  177. 177. Zeeshan Syed Visual Management 177 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
  178. 178. Zeeshan Syed Visual Management 178 Status at a Glance What information do we need to know? • Is it? • easily visible • consistent throughout the facility or business unit • current • USEFUL
  179. 179. Zeeshan Syed Visual Management 179 Visual Management For: • Workplace • Safety • Operations • Equipment • Quality • Storage
  180. 180. Zeeshan Syed Visual Management 180 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
  181. 181. Zeeshan Syed Visual Management 181 Status at a Glance What do certain visuals communicate and how do we use them to manage? •Safety •PPM •Scrap
  182. 182. Zeeshan Syed Visual Management 182 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?
  183. 183. Zeeshan Syed Visual Management 183 Examples
  184. 184. Zeeshan Syed Visual Management 184 Examples
  185. 185. Zeeshan Syed Visual Management 185 Examples
  186. 186. Zeeshan Syed Visual Management 186 Examples
  187. 187. Zeeshan Syed Visual Management 187 Examples
  188. 188. Zeeshan Syed Visual Management 188 Examples
  189. 189. Zeeshan Syed Visual Management 189 Examples
  190. 190. Zeeshan Syed Visual Management 190 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.
  191. 191. Zeeshan Syed Visual Management 191 Needs for Improvement • Utilize these visuals to make improvements and suggestions for improvements during: • EI meetings • Shift Start Up Meetings • Downtime • ALL the Time
  192. 192. Zeeshan Syed Visual Management 192 Standard Work Tools Balance boards and equipment layouts are used to: • Level work loads • Make our jobs easier • Processes better and more efficient
  193. 193. Zeeshan Syed Visual Management 193 Standard Work Tools What does this tell us? How would you use this to manage?
  194. 194. Zeeshan Syed Visual Management 194 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
  195. 195. Zeeshan Syed Visual Management 195 Designated Areas of Responsibility • Color coded maps • Who does what? • How often do they do it?
  196. 196. Zeeshan Syed Visual Management 196 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
  197. 197. Zeeshan Syed Visual Management 197 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
  198. 198. Zeeshan Syed Visual Management 198 Red Box Scrap
  199. 199. Zeeshan Syed Visual Management 199 Control Ranges
  200. 200. Zeeshan Syed Visual Management 200 Error Proofing Program P1 Device (Green) An Error Proofing device that PREVENTS an error from occurring
  201. 201. Zeeshan Syed Visual Management 201 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
  202. 202. Zeeshan Syed Visual Management 202 Error Proofing Program P3 Device (Blue) An Error Proofing device that detects a defect and ELIMINATES IT FROM THE FLOW of good products
  203. 203. Zeeshan Syed Visual Management 203 Process Capability
  204. 204. Zeeshan Syed Visual Management 204 CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Characteristic Potential Study Long Term Study Cp Cpk Study Date Capable
  205. 205. Zeeshan Syed Visual Management 205 CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Characteristic Potential Study Long Term Study Cp Cpk Study Date Not Capable
  206. 206. Zeeshan Syed Visual Management 206 Visual Management Are WE Hitting the Target?
  207. 207. Zeeshan Syed Visual Management 207 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?
  208. 208. Zeeshan Syed Visual Management 208 The Visual Management Check List and Implementation
  209. 209. Zeeshan Syed Visual Management 209 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
  210. 210. Zeeshan Syed Visual Management 210 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:
  211. 211. Zeeshan Syed Visual Management 211 End of Visual Management

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