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Profero, Inc.

2011
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2011
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Visual Controls to Improve
Work
F34
Tuesday, November 15
th
10:30 am 12:30 pm
Presented by: Anthony Manos
2
Agenda
Introduction to visual workplace
Senses
Types of visuals
Examples, examples, examples
Wrap-up
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Class Management
Please place cell phones on vibrate or off
Please, no texting in class
Ask questions anytime
If a question requires a more in-depth answer, we may
cover it off-line
Breaks will be taken when needed
Will monitor pace and ask Too fast or too slow?
Be comfortable!
Please participate to maximize learning
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Visuals to Improve Your Workplace FABTECH 2011
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Profero, Inc. 2011
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2008
7
Introduction to Visual
Its amazing what you
see just by looking.
a corollary to Yogi Beras
You can observe a lot
just by watching.
Profero, Inc. 2009 8
Why Visual?
Visual management
provides real-time
information and feedback
regarding the status of
the workplace
It is a company-wide
"nervous system" that
allows all employees to
understand how they
affect the hospitals
overall performance
Signs
Lines
Labels
Color-coding
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Brief History of Lean
Henry Ford mass production (c.1900s - 1930s)
Taiichi Ohno, Shigeo Shingo - Toyota
(c.1950s+)
JIT & Quality Circles (c.1980s)
Lean Manufacturing (c.1990s)
Lean Enterprise (c.2000s)
Lean Accounting, Lean Healthcare, Lean New
Product Development, Lean IT, etc.
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Leadership
5S Visual
Standard Work
Batch Size Reduction Quick Changeover
Pull System & Kanban Cellular & Flow TPM
V
S
M
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
Building Blocks of a
Lean Enterprise
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8 Wastes of Lean
Overproduction
Motion
Inventory
Transportation
Waiting
Under-utilized People
Defects
Over-processing
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Overproduction
Doing more, earlier or faster
than the next operation needs it
or is ready for it
Asking for things much
earlier than needed
Making too many copies
of reports
Batching work
How can you spot
overproduction?
____________________
____________________
____________________
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Motion
Any movement that doesnt add
value
Walking
Bending
Reaching
Grabbing
Twisting
How can you see motion
waste?
____________________
____________________
____________________
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Inventory
Having more than we need or
not enough of what we need.
What happens to
inventory if it sits around?
Whats the cost of holding
inventory?
Inventory vs. capacity
(Theory of Constraints)
Where would you find
inventory waste?
____________________
____________________
____________________
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Transportation
Moving items around including
people
Having to transport
people and specimens
Not always easy to solve
in healthcare, silos
Pneumatic tubes,
elevators
How would you spot
transportation waste?
____________________
____________________
____________________
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Waiting
Waiting for
What do you have to wait
for in your real jobs?
How do you think the
patients feel when they
have to wait?
Affects priorities
How can you tell when
people are waiting?
____________________
____________________
____________________
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Under-utilized People
Not tapping into people's
education, skills, experience,
training, creativity, etc.
This is not about the
hands, it is about the
head
It is a loss of intellectual
capital
Respect for people
How would you know that
we are tapping into
peoples ideas?
____________________
____________________
____________________
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Defects
Errors, mistakes, rework, etc.
Information that is not
Accurate and Complete
Anything with the letters
re in front of it rework,
redo, rewrite, reword,
review, repair, replace
How does this affect your
work?
____________________
____________________
____________________
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Over-processing
Doing more than the customer
asks for and would not be willing
to pay for it.
Thats the way I always
done it. syndrome
Overly complicated forms
Bureaucracy
Misinterpretation of
regulations
Fear of litigation
Why do we do more than
we need to?
____________________
____________________
____________________
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Visual & 8 Wastes
8 Wastes
Overproduction
Motion
Inventory
Transportation
Waiting
Under-utilized People
Defects
Over-processing
Visual examples to
eliminate waste
_________________
_________________
_________________
_________________
_________________
_________________
_________________
_________________
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Everyday Visual Controls
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Information and Baseball
What do you need to know?
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Why Visual?
What you need to know
Cockpit view
Information sharing
How do you know where to park when you
drive your car to work?
Does your boss have to tell you where to
park?
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How Many Visuals at Your Work?
Building sign
Address
Signs and lines in the
parking lot
Entrance sign
Hours of operation
Security pad
Department or office sign
Name plate
We only got
to your
workstation!
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Definition
Visual Company
An environment where it is easy for
everyone to 'see' the current status of the
process or 'system' and the visual give
immediate information to the individuals to
understand 'how the operation is doing'.
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Visual Management
Helps in
Employee safety
Overall efficiency
Lowering costs
Correct materials &
flow
Streamlining
operations
Information sharing
Teamwork
No guessing!
No secrets!
No surprises!
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Benefits of Visual
Easy to understand especially for English as a
Second Language (ESL)
Standards a clear to everyone, better quality,
increased productivity
Faster recognition of abnormal situations and
corrective actions
Reduces waste and makes the workspace
more orderly & pleasant to work in
Impresses customers, potential customers,
visitors & auditors
Improved communication, motivation, safety
and morale
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Visual Controls as Communication
Tools
Visual controls expose waste so we can
reduce or eliminate it
Visual controls help in:
Improving motivation & morale
Focus on safety
Pride of workplace & workmanship
Visuals and performance metrics
What gets measured, gets done
Policies drive behaviors
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Information Flow
Old Way Visual Way
Top Down Every direction
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Information Needs & Sharing
What information do
people need to do
their job?
What information do
they need to share
with others?
Is it visual?
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a
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i
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n
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Visual Goals
Relay useful information to those who
need it
Control or guides groups & individuals
Prevent errors or mistakes & remove
guesswork
Reduce waste
Keep things running smoothly & safely
User friendly
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World Class Visual Controls
Anyone knows whats going on by looking
around
You do not have to wait for information to
do your job
Everyone passes the 30 second test
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Communication Story
Operators standing
around (waiting
waste)
What information do
they need?
Make this visual
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Nervous System
True visual management goes far beyond
having a clean and well-organized factory
Visual management provides real-time
information and feedback regarding the
status of the plant
It is a company-wide "nervous system"
that allows all employees to understand
how they affect the factory's overall
performance
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Status
True visual management shares real-time
information about the status of our
organization:
What are our goals?
What are our key measures?
How are we performing in relation to those
goals?
What is preventing us from reaching our
goals?
Most importantly, how does my individual
effort contribute toward success?
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2008
36
Senses
We use all our available senses
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Five+ Senses
Traditionally, we were
thought to have just
five senses
Sight
Hearing
Touch
Smell
Taste
Scientists now
recognize that we have
several additional kinds
of sensations, such as
pain, pressure,
temperature, joint
position, muscle sense,
and movement, but
these are generally
included under "touch"
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Factory Senses
Sight
Hearing
Touch
Smell
Taste
People use their senses
continually
Humans are extremely
visual
Hearing never sleeps
The body has touch
sensors all over
People can associate
smells with memory
Taste & smell extenuate
each other
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Color Measure
Opaque non-metals
Metals
Translucent
Transparent
Hue describes color
Value light or dark
Chroma difference
from a gray
Munsell Book of Color
CIE International
Commission on
Illumination (1913)
forum for light and
lighting
CIE XYZ Scale (c.
1920s)
CIE L*a*b* (1976)
CIE L*C*h
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CIE L*C*h
L= lightness
h = hue
C = chroma
Red
Green Yellow
Blue
White
Black
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Color Standards
Over 100 separate standards for colors
American National Standards Institute
(ANSI), American Society for Testing and
Materials (ASTM), ISO (International
Organization for Standardization),
Occupational Safety and Health
Administration (OSHA)
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Color Standards
Pumpkin/squash color standards
Canned ripe olive color standards
Frozen French fried potatoes standard
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OSHA Recommendation
The following color scheme is recommended by
OSHA:
"DANGER" - Red, or predominantly red, with
lettering or symbols in a contrasting color
"CAUTION" - Yellow, or predominantly yellow,
with lettering or symbols in a contrasting color
"WARNING" - Orange, or predominantly orange,
with lettering or symbols in a contrasting color
"BIOLOGICAL HAZARD" - Fluorescent orange
or orange-red, or predominantly so, with lettering
or symbols in a contrasting color
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OHSA Safety Color Codes
Safety color code for marking physical
hazards. - 1910.144
Red fire protection equipment and
apparatus, safety cans, E-stops, etc.
Yellow shall be the basic color for
designating caution and for marking
physical hazards such as: striking against,
stumbling, falling, tripping, and "caught in
between"
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Color Blindness
About 7 percent of men are red-green
color blind, compared to 0.4 percent of
women
Always back-up color-coding with symbols
or words
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2008
46
Visual Categories
Indicators
Signals
Controls
Guarantees
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Power Level
Extent that it will be obeyed
The potential risk or loss if it is ignored
Low, medium, high
From Dr. Gwendolyn Galsworth, Visual
Management Institute
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1. Visual Indicators
Shares information by displaying or
showing it.
Compliance or adherence is voluntary
Notice them or not, obey them or not,
negative consequences are minimal
Supermarkets and retail stores
Tell us what, where, how much and how
many
Power Level is minor
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Indicators
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2. Visual Signals
Catches attention and delivers message
It changes
Flashing lights, red lights, green lights,
buzzers, bells
Power Level is Moderate
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Signals
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3. Visual Controls
Required, adherence
Restrict possible responses
Quantity, volume, size, height, width,
length or depth
Parking lot lines, speed bumps
Power Level is Major
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Controls
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4. Visual Guarantees
Mistake proof, poke-yoke, error proof
Prevention
Eliminate quality defects
Locator pins, templates, counters
Power Level is Maximum
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Guarantee
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Visual Device Summary
Type of Device Power Level Examples
Indicator
(tells only)
Minor Street signs,
departments signs
Signal
(gets attention)
Moderate Traffic lights, dept
store chimes
Control
(limits behavior)
Major Parking lot lines,
inventory lines
Guarantee
(mistake-proof)
Maximum Assembly
template, pins
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Profero, Inc. 2010
One-point Lessons
Simple
Used to train
somebody in about 10
minutes
Focus on one small
task or breakup larger
tasks into steps
Value-adders help
create
Use for continual
improvement
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2008
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Types of Visual Controls
General
Performance
Production
Maintenance
Standard work
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General
Consider the audience
Visible from a distance
Legible
Symbols, diagrams, or pictures versus
words
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How to Apply Visual
Use Signs, Lines,
Labels and Color-
coding
Charts, pictures,
lights, scoreboards
Kanban, Andon lights
Inventory Levels
Examples
Productivity Goals
Quality Goals
Delivery schedules
Set-up specification
Safety Initiatives
Attendance Goals
Team Objectives
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More Examples of Visual
Signs
Charts
Goals
Pictures
Color coding
Lights
Scoreboards
VSM Current & Future
State
Standard Work
instructions
Tags
Forms
Training hours
Employees suggestions
Cross trained skills
Employee awards
Absenteeism
Critical maintenance
points
Customer satisfaction
goals
Performance targets
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Visuals Individual vs. Group
We can
work on this
together.
Lets
brainstorm
some ideas.
Whos working
on this
problem?
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Visual Metrics
How are we doing?
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Profero, Inc. 2009 64
Performance
Need metrics to measure progress
towards goals or objectives
Foundation for effective communication
Caveat
What gets measured, gets done
Policies drive behaviors
Some traditional metrics need to be removed
or eliminated before Lean implementation on
the floor
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Types of Metrics
Use standard definitions throughout the
organization
Decide what types of metrics will be tracked
Try the Balanced Scorecard approach
Examples
Financial
Process
Performance
Human resources
Customer oriented
Health & Safety
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Examples of Traditional Metrics
Sales per employee
Some MRP based measures like machine
efficiency or utilization
Overtime
Short-term profit
Piece Part Incentives
EOQ
Volume discounts
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Essential Metrics
Start with the three essential metrics:
Quality
Cost
Delivery (or Service)
Cost Delivery
Quality
Cost Delivery
Quality
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Examples of Other Lean Metrics
Operating Expenses
Quality
Inventory Levels
Inventory Turns
OEE
Cost of quality
Turn around time
Training
Teams
VA versus NVA activity
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Communicating Metrics
Communicate progress towards goals
Make it meaningful
Everyone should know their role in
achieving the goals
Tie into reward & recognition
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Quality
First Pass Yield
Poka-yoke
Waste reduction
5S
ISO 9001
Problem solving tools
Supplier quality
Prevention versus detection
Information flow
Statistical Process Control
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Organization
Vision
Action plans
Policy deployment
Training
Morale
Safety
Effective leadership
Incentives, reward & recognition
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Dashboard View
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Management Controls
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Quiz
Stop
Caution
Go

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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Visual Examples
Low cost solutions
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Communication Boards
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Communication Board
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Communication Boards
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Lean Communication Board
This is an example of a communication center that can be
setup to provide employees information related to a
companys Lean efforts
NOTES:
Use 4' x 8' Dry-erase board
Use color backgrounds around paper display to draw attention
Do not place anything in front of the board
Update frequently and write in the date of the updates
Use 4" letters for top of board, 1 1/2" letters for other titles
Place in location(s) most appropriate for viewing by all employees
Communicate, communicate, communicate!
4
'-0
"
8'-0"
4
"
Lean Communication Board
Lean Building Blocks
VSMReview
8 1/2" x 11" Paper
9 1/2" x 12"
Border
VSM Plan
VSM Future State Map
11" x 17" Paper
12" x 18" Border
VSM Current State Map
1
1
/2
"
VSM Notes
Lesson Learned 5S News
Lean Metrics
16 2/3
%
16 2/3
%
162/3
%16 2/3
%
162/3
%
16 2/3
%
Current Project Kaizen Blitz
8 Wastes of Lean
Last Updated: Monday 12/31/99
Use this area as needed
for additional information
Write in date each time
board is updated
Quality Corner
Safety Zone
TPM-OEE
8 1/2" x 11"
Paper
9 1/2" x 12"
Border
Lean News
1
0
0
9
0
8
0
7
0
6
0
5
0
4
0
3
0
4
0
5
0
10 % 10 % 10 %
10 %
10 %
10 %
10 %
10 % 10 % 10 %
1 2 3 4 5
5S
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Wall Boards
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Visual Examples
Signs, Labels & Cards
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Kiosks
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Quality & Complaints
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Scheduling
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Safety
Mirror
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Color Coding Bottles
Color-coding makes it easy to see from a distance;
translucent bottles make it easy to see the level of liquid
inside. Remember to back-up color-coding with words for
those who are color blind.
Before After
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Fire Extinguisher & Safety
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Range Lines on Doors
Simple dashed lines let people know how far a door opens
to help prevent any injuries and enhance safety.
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Visuals to Improve Your Workplace FABTECH 2011
Recycle Bins
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Organized Parts Shelf
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Organized Work Area
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Tool Shadow Board at POUS
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Organized Shipping Area
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Profero, Inc. 2010
5S Clean and Inspect Schedule
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Visuals to Improve Your Workplace FABTECH 2011
Maintenance Map
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Current Job Running
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Visuals to Improve Your Workplace FABTECH 2011
Gauge Marking
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Profero, Inc. 2010
Analog vs. Digital Gages
Advantages Disadvantages
Analog
Digital
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Profero, Inc. 2010
Lines on Floor
Make it easier to see where items belong (or dont
belong), diagonal stripe lines mean No Parking
Before After
Profero, Inc. 2010
Stripes on Stairs
To improve safety, mark the edge of stairs with yellow paint.
Before After
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Safety Lines on Floor
Reduce chances for a safety incident by brightly painted
potential hazards.
Before After
Profero, Inc. 2010
Parts Racks
Organize parts racks and label what goes where.
Before After
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
More Maintenance Ideas
See-through inspection
screen on machine
Sight glass for
level indication
Profero, Inc. 2010
Even More Maintenance Ideas
Alignment lines
Chain life indicator
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Labeling Stations
Use large numbers or letters to identify stations on
equipment.
Before After
Profero, Inc. 2010
Control Panel
Make it easy to see from a distance, this improves
operation and safety.
Before After
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Fluid Level
Mark the proper level of oil to prevent problems or
breakdowns.
Before After
Wheres the Panel Key?
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Setup Chart Next to Hoses
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Easy to See Labeling
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Visuals to Improve Your Workplace FABTECH 2011
Where does the Cart go for
Changeover?
Profero, Inc. 2010
Labeled, POUS and Easy to
Get & Put Away
Profero, Inc. 2010
Profero, Inc. 2011
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
What Machine is This?
What Goes in the Red Bin?
Profero, Inc. 2011
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Self Inspection
Bad vs. Good Alignment Tool
Profero, Inc. 2010
Kanban Station
Parts are produced
on this side
Parts are produced
on this side
Parts are used
on this side
Parts are used
on this side
Empty shelf triggers
another assembly
Empty shelf triggers
another assembly
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Profero, Inc. 2010
Kanban Rack
Parts are consumed
across the aisle
Parts are consumed
across the aisle
Parts are produced
behind the racks
Parts are produced
behind the racks
Profero, Inc. 2010
Kanban Board
Profero, Inc. 2011
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Consumables Kanban
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Office Examples
Visuals apply to non-
manufacturing areas
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Label Office Equipment
Who to contact when there is a problem, replenishment
supplies and location, etc.
Profero, Inc. 2009 122
Office Example Binder Area
Binder making area before & after
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Office Example Fax Area
Fax area Before & After
Profero, Inc. 2009 124
Office Example Mail Area
Mail area Before & After
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Office Example Supply
Cabinet
Supply Cabinet Before & After
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair Road
Suite 18
Frankfort, IL 60423
Tel: 815.469.5678
Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2008
126
Wrap-up & Evaluations
Open discussion
Q&A
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Developer
Anthony Manos
Tony Manos is a Catalyst with
expertise in Lean and quality. Trained
and certified by the Department of
Commerce, National Institute of
Standards and Technology (NIST) in
Lean principles and as a trainer in
Lean courses. International speaker
on Quality and Lean Enterprise topics.
Mr. Manos is a Senior Member of ASQ
with several certifications. He is also a
Shingo Prize Examiner and helped
developed the AME/SME/Shingo Prize
Lean Certification.
Contact information
Tony Manos
Catalyst
Profero, Inc.
124 W. Polk Street, Suite 101
Chicago, IL 60605-1770
USA
Office: 312.294.9900
Cell: 312.718.0078
Fax: 312.294.9911
Email: anthony.manos@proferoinc.com
Website: www.proferoinc.com
Profero, Inc. 2009 128
Recommended Reading
5 Pillars of the Visual
Workplace: The
Sourcebook for 5S
Implementation (For
Your Organization!)
by Hiroyuki Hirano,
Bruce Talbot
Work That Makes Sense
by Gwendolyn D. Galsworth
Visual Systems
by Gwendolyn D. Galsworth
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Gone too far?
Profero, Inc. 2009 130
Notes