Visual Factory

IMPLEMENT

5 “S”
SYSTEM
 Visual Factory
Benefits : Eight
Zeros
• Zero Waste
– Reduce cost & increase
capacity
• Zero Injuries
– Improve plant safety &
reduce absenteeism
• Zero Downtime Losses
– Less unplanned downtime
• Zero Defects
– Increase product quality &
reduce variability
 Visual Factory
Benefits : Eight
Zeros
• Zero Waste in changeovers
– Allows for more SKU’s
• Zero Delays
– Increase JIT deliveries
• Zero Customer
Dissatisfaction
– Increases customer
confidence & trust
• Zero Red ink
– Increases company
profitability
PRINCIPLES

V isualize
 I nform
S ignal
 U nify
 A udit
 L ocalize
 PRINCIPLES

Visualize the adjustments, the levels, the

lubrication points etc. on the equipments.

Inform with indicators, with standards,

with diagrams posted in the shopfloors.

Signal by ground marks, by standardized

informations.

Unify the supplies, the documents etc. at

the plant level.

Audit the shopfloor regularly with a cleaning

and housekeeping audit policy.

Localize communication spaces in each

shopfloor.
 5S’s
BUILDING BLOCKS
OF T.P.M.
SEIRI

SEITON

SEISO

SEIKETSU

SHITSUKE
SEIRI - SORT

SEITON - SET

SEISO - SHINE

SEIKETSU - STANDARDISE

SHITSUKE - SUSTAIN
 Definitions...
SORT
DISTINGUISH BETWEEN WHAT
IS NEEDED AND WHAT IS NOT.
SET
A PLACE FOR EVERYTHING AND
EVERYTHING IN IT’S PLACE.
SHINE
CLEANING, LOOKING FOR WAYS
TO KEEP IT CLEAN AND
IDENTIFYING FAULTS.
STANDARDISE
TO STANDARDISE PROCEDURES
AND AGREE WITH TEAM
SUSTAIN
 VISUAL MANAGEMENT
IS NOT
JUST SOME CLEVER TRICK
TO GET PEOPLE TO PAY
ATTENTION.
IT’S ABOUT...

1. BEING ABLE TO FIND IT

WHEN YOU NEED IT.

2. KNOWING WHERE TO LOOK

FOR IT.

3. BEING ABLE TO SEE A

PROBLEM BEFORE IT
GETS WORSE.
YOU CANNOT EXPECT
SERVICE DELIVERY TO
ATTAIN THE
HIGHEST STANDARDS
IF WORKING
CONDITIONS DO NOT
SUPPORT FIRST
CLASS PERFORMANCE
 The First ‘S’
SORT
• Determine what is needed in
the workplace and what is not
needed

• Eliminate what is not needed

• Eliminate the ‘ might come in

usefuls’
 RED TAGGING
Red Tagging is a dynamic and visual
way of determining between needed
and unneeded items

• Is this item needed?

• If it is needed, is it needed
in this quantity?
• If it is needed, does it
need to be located here?

• Once the items have been

identified and tagged, they
can be moved to the
‘Red Tag Holding Area’
 RED TAGGING
RULES
• Be thorough & investigate
everything
• Don’t just look at objects,
look in lockers cabinets etc
• Try for everyone to be able to
tag at least 5 items
• Be hard on yourself and the
workplace - no gain no pain
• Don’t tag people
• Don’t argue amongst
yourselves if an item is useful
or not at this stage
 THE AUCTION

• At this stage we go through

every item as a team and
decide whether to keep it
or not.
THE SECOND ‘S’
SET

IT’S ABOUT INFORMATION.

WHAT INFORMATION DO YOU:

NEED TO KNOW
NEED TO SHARE
 THE HEART OF VISUAL MANAGEMENT
IS A SIMPLE BUT POWERFUL QUESTION.

“WHAT DO I NEED TO KNOW,

WHAT DO I NEED TO SHARE?”

APPLY THIS QUESTION IN RELATION TO THE FIRST

DAY OF THE EXERCISE.

NEED TO KNOW NEED TO SHARE

WHAT DO YOU NEED TO KNOW WHAT INFORMATION DO YOU

TO DO YOUR JOB MORE NEED TO SHARE FOR YOU AND
EFFECTIVELY? OTHERS TO BE MORE EFFECTIVE?
FOR PACKAGING MATERIALS
WE CAN CLEARLY SEE . . .

WHERE?

WHAT?

HOW MANY?
USING VISUAL CONTROLS SO THAT
ANYONE AT A GLANCE . . .

1. CAN SEE.

2. CAN TAKE OUT.

3. CAN RETURN.
 OHP
Screen Wall

Lamp

se
Ca

k
Des

Tab
le

Chair
r
Floo
 THE KEY 3 SPECIFICS TECHNIQUE

TOOL APPLICATION

1. LABELS, COLOUR ARRANGING LOCATIONS

CODING, NUMBERS, ON SHELF AND
OBLIQUE LINES. RACKING.

2. “FIRST IN FIRST OUT” PREVENTS AGE

F.I.F.O. STORAGE RELATED DETERIORATION
RACKS SYSTEMS. ON STORED ITEMS.

3. TWO BIN SYSTEMS. AUTOMATICALLY

SIGNALS A LOW
QUANTITY LEVEL AND
ALLOWS TIME OF REFILL.

4. SHADOW BOARDS. OUTLINES ALLOW AT A

GLANCE ADDRESS FOR
TOOLS AND JIGS.

5. SUSPENSION DEVICES. AUTOMATICALLY

RETURNING TOOLS TO
SET ADDRESS.
• ESTABLISHING WORKPLACE ADDRESSES

ROAD SYSTEM?

FACTORY

WORK SITES

LINE/SECTION

PROCESS

MACHINES/EQUIPMENT
DOCUMENTS

NAME BADGES?

• THIS STRAGETY FOR SIGNS EXTENDS TO SMALL

DETAILS SUCH AS PROCESS SIGNS, MACHINE
SIGNS AND EVEN NAME TAGS ON WORKERS’
UNIFORMS.

• APPLY THE TWO KEY WORDS AND 3 POINTS AND 3

KEYS.
ESTABLISHING WORKPLACE ADDRESSES
Example - Fire Extinguisher

Highest Level Address MAP

Map and entry point to area
detailing extinguisher location.

Lower Level Address FIRE

Large coloured display mounted EXTINGUISHER
high above extinguisher.

Lower Level Address

Triangular displays ensure FIRE
information is visible from sides. POINT

CTIONS
INSTRU
Lower Level Address
Profile display on wall
indicates exact location.

CTION S
INSTRU
Lowest Level Address
Clear labels on extinguisher
indicate test and refill data.

G:\MRINSE\TPM.PPT
 CURRENT FUTURE
fig: V1

fig: V2

fig: V3

MAX

MIN

fig: V4
 Stages of progress toward visual control.
fig:
V5
Stage 1
Standard values are entered on a sheet which is apart from the dials. left :35
right : 54
40 40
30 50 30 50

20 60 20 60

Stage 2
Standard values are indicated on dials.

40 40
30 50 30 50

20 60 20 60

35 54

Stage 3
Standard values are indicated in color on the respective instrument, although
each dial must be separately monitored.
40 40
30 50 30 50

20 60 20 60

Stage 4
One can compare to standard values with a mere glance, even from a
distance.
30 40 50 60
20
50 40

60 30
E F
 Indicate
Indicate tightened
tightened position
position with
with
registration
registration marks
marks for
for critical
critical bolts.
bolts.

G:\MRINSE\TPM.PPT
KEY 1 ELIMINATE SEARCHING
WASTE.

KEY 2 MAKE THINGS EASIER TO

GET AND USE.

KEY 3 MAKE SURE THERE’S

ALWAYS THE
REQUIRED QUANTITY.

KEY 4 MAKE THINGS EASIER TO

PUT BACK.

KEY 5 MAKE THINGS

UNDERSTANDABLE AT A
GLANCE.

KEY 6 AVOID PRIVATE

COLLECTIONS.
 The Third ‘S’
SHINE
• Eliminate all dirt, dust and
scrap
• Keep the workplace
immaculately clean
• Adopt cleaning as a form of
inspection
• Cleaning exposes abnormal
conditions and corrects pre-
failure conditions
 Cleanliness Maintenance

Discovery of abnormality or
slight defect

Instant Maintenance Requested Maintenance

•If unable to immediately

•Operator restore or improve upon the
immediately restores abnormality or slight defect
or improves upon the operator :-
abnormality or slight
defect •Flags abnormality
•Enters flag details on
abnormality / improvement
sheet
•Once item is taken care of
and its results confirmed the
item should be checked off in
the confirmation column and
the flag retrieved
• 5S is about the
environment we work in
NOT inside the machines.
• Examples of defects might
be
- missing lights
- leaking pipes
- missing manifold covers
- damaged pillars
Cleaning Guidelines
• List cleaning tasks in an
efficient sequence
• Agree responsibilities
• Indicate where, when and
what is to be cleaned
• specify methods or tools to
be used
• Identify any checking
criteria and corrective
action to be taken
 The Fourth ‘S’
STANDARDISE
• Standardise everything visually
and ensure that any
abnormalities can easily be
recognised
• This ‘S’ leads us to create
visual controls
• These standards can be
created by means of
photographs and/or diagrams
 The Fifth ‘S’
SUSTAIN
• These correct procedures have
to become a lifestyle

• Training must be given to all

involved in these correct
procedures

• Regular workplace audits have

to be completed by the people
within the workplace
 Visual Factory
How to Develop

1. Target Area 2. Area Purpose & Function

Identify the target area for Identify activities. Operations
implementation & processes in the area
3. People 4. Implementation team
Identify people who work or Identify the implementation
need information in the area team
5. Workplace Organization 6. Identify Control Items
Implement the 5 “S” system Identify problems, process,
to organize the workplace. items or activities to be
controlled
7. Identify facts & 8. Identify ideas
information Contribute ideas how each of
Identify facts, information, the items can be visually
standards needed by the controlled
people & their correct
location
Visualize the adjustments, the levels, the
lubrication points etc. on the equipments.

 Goals :
 Be able to control equipments (oil levels…)
without any tools.
 Instantaneously control that suitable material
(tools, adjustment pieces, cleaning material…)
is available and put back in its place.
 Eliminate risk of mistakes during the
dismantling and the re-assembling of parts.
 Suggestions :
 Guidemarks to adjust parts.
 Color marking to fix equipment during
changeovers (fig: V1).
 Drawing the object on its location (fig: V2).

 Visualize lubrication points on the equipment

or on a photography.
 Narrow strips in front of the fans to visualize
that they are running.
 Plexiglass plate with marks (fig: V3).

 Match marks on parts likely to loosen (fig: V4).

 Visualization of normal operating limits on

control dials (fig: V5).
Inform with indicators, with standards,
with diagrams posted in the shopfloors.

 Goals :
 To enable temporary workers and visitors to
see and understand the standardization in use.
 To have some synthetic diagrams in order to
allow each team member to explain how the
shopfloor runs to the new members,
temporary members or visitors.
 To have updated indicators in order to
enable anybody to know the activity level and
the performance of the shopfloor.

 Suggestions :
 Team’s mission.
 Team’s photo.
 Training planning board.
 Attendance monitoring chart.
 Safety boards with first aid workers photos &
drawings of available safety protections.
 Team’s realizations summary.
 Wipe out board for flash information.
Inform with indicators, with standards, with
diagrams posted in the shopfloors.
 Suggestions :
 Team/Focus activity and performance
indicators.
 General plant KPI.
 Schedule of current activities.
 Shopfloor plans.
 Equipment operating plan.
 Equipment specifications (capacity, speed rate, …)
 Finished products photos.
 Diagrams showing the cost of material used.

 Good practices :
 Differentiate activity indicators (visualizing the
level of activity) from performance indicators
(visualizing the performance vs goals).
 Plastify documents for a permanent use.
 Make team members update most of the
documents.
 Controlling the updating of indicators should
be an item of the shopfloor audit.
 Each document temporarily posted should bear
a date of removal.
Signal by ground marks, by standardized
informations.

 Goals :
 Clearly signal the areas which have to stay
cleared in order to reach the safety
equipment easily.
 Paint food path on the ground, to allow traffic
in safety conditions.
 Identify a location for everything, be sure
that anything has its own location in order to
quickly see what is untidy.

 Good practices :
 Respect the colors of ground marking (see
board of standardization).
 Indicate on notice boards in the shopfloors
the standardization in use).
 Identify each storage area by writing on the
ground the name of the stored material.
Signal by ground marks, by standardized
informations.

 Implementation :
 Organize a meeting with the team to explain
the project.
 Photograph the current situation.
 Clearly define the limits of areas and draw a
plan. It is essential that some common zones
are integrated in the area chosen (spare parts
storage, washing area …).
 Organize a specific operation to remove and
eliminate unnecessary materials.
 Define with the team the ideal location for
each thing and draw it on the area plan.
 Mark with a colored adhesive tape the location
which has been previously defined.
 After a defined test period, validate the
areas or change if necessary.
 Realize the definitive ground marking.
 Identify each storage area by writing on the
ground the name of the stored material.
 Photograph the realizations.
Signal the nature of the fluids on all the
pipes.

 Goals :
 Instantaneously know the nature of the fluid
running into the pipe (in case of dismantling or
incident).
 Know what is the fluid direction in order to
prevent problems during the dismantling.

 Good practices :
 Respect the colors code for identification
(see pipes identification exhibit).
 Indicate by signs posted in the shopfloor, the
standardization in use.
 Indicate by “direction signs” on the pipes the
fluids direction.
Unify the supplies, the documents, … at
the plant level.

 Goals :
 Reduce the costs generated by the
differentiation.
 Reduce the time spent on reading the
documents by easily accessing to the searched
information.
 Facilitate the comparison between different
indicators.

 Suggestions :
 Unify the oils and code them to be able to
mark lubrication inlets with the type of oil to
use.
 Make a pre-printed format for the teams’
meeting minutes.
Audit the shopfloor regularly with a
cleaning and housekeeping audit policy.

 Goals :
 Perpetuate, maintain the system.
 Involve all workers of the shopfloor.
 Have a support in order to train and inform
people not belonging to the shopfloor.
 Promote small but regular corrective actions
to maintain or improve.
 Good practices :
 Define a standard trip to do the audit.
 The evaluation sheet should allow to evaluate :
 the respect of the general and specific to
the shopfloor safety rules.
 the level of the audited area cleanliness.
 that there is a defined location for
everything and anything has its own
location.

the regular updating of all the

indicators.
Audit the shopfloor regularly with a
cleaning and housekeeping audit policy.

 Good practices (cont’) :

 The evaluation sheet should allow to :
- determine an index for cleanliness &
housekeeping.
- Jot down improvement suggestions.
There are 2 categories of criteria :
1. Safety criteria
2. Cleanliness criteria
A performance indicator should allow to :
- see the performance level.
- ensure the audit is done in conformity with
the periodicity which has been previously
defined.
Each audit has to be done by at least 3 people
including 1 member & a team manager of the
shopfloor.

During the audit, suggestions of improvements

could be jotted down in the identified area.
All suggestions of improvements will have to
be discussed in regular shopfloor meetings to
decide and follow up the realizations.
Audit the shopfloor regularly with a
cleaning and housekeeping audit policy.

 Implementation :
 Meet all the team to explain the project.
Determine the area to audit and draw a plan
of it.
Go over this trip with different people
(teams, management, safety committee) and
identify all points to be reviewed.

 Determine a periodicity (e.g 6 months) to

update the evaluation sheet.
Localize communication spaces in each
shopfloor.

 Goals :
 Have a meeting point.
 Create an exchange of up and down
information.

 Organize short meetings.

 Provide functional diagrams, indicators etc. to
facilitate explanations when solving a problem
or presenting the shopfloor to a new member.
 Suggestions :
 Have a communication space for the plant (for
temporary workers, visitors).

 Good practices :
 The communication space has to be painted in
blue order to identify it.
 Identify 3 specific parts into this space :
e.g indicators / communication / business.
Have a permanent self service paper board.
Have a high table to facilitate taking notes or
writing standing during small meetings.