visualmanagement-introductionoctober2016-170107013109

Visual
Management
Introduction
Thinking win, Win, WIN
Visual Management
Introduction
Marek Piatkowski – November 2016

Marek.Piatkowski@Rogers.com 1
Visual Introduction - Marek Piatkowski
Management
Introduction  Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
www.twi-network.com

Visual
Management
Introduction

Visual Visual Management
Management
Introduction  Definition: A process in which standards and actual conditions become quickly
visible in the workplace and are acted upon in a timely manner
 Purpose: Visual Management enables Managers and employees to monitor
progress of production and immediately see any interruption to production flow.
 To allow them to quickly assess the situation (normal/abnormal) and to take
immediate corrective action to return to normal (standard) conditions
 To delegate decision making process to the lowest level of operation
 To eliminate dependency on few “decision makers”
 Visual Management is how the Workplace, Team, Department talks to you and how
quickly you can determine what is going on without asking too many questions

Management
Introduction  Is this situation normal or abnormal? Is this good or bad?
 Do I need to take action?
 Any abnormality is identified immediately
 process/operation – are all procedures being followed?
 equipment/machinery – are they producing good parts?
 expected levels of performance
 availability of materials, inventory
 Purpose - to delegate the decision making process
to the lowest level of the organization
 implement audio-visual controls
 eliminate dependency on a few “decision makers”

Management
Introduction  Visual Controls
 equipment and/or material status identification
 “automotive dashboard”
 any abnormality identified immediately
 ability to see a problem at a glance
 problems are made a lot more visible in a clean and well organized workplace.
 being able to see a problem is a first step towards solving a problem
 Ability to determine at any time a status of

 process / operation
 equipment / machinery
 expected levels of performance / inventory

Visual Shop Floor Visual Management
Management
Introduction  Information Boards & Centers
 Hourly Tracking Boards
 Attendance Boards / Manpower Planning Boards
 Detailed Project Plans with clear mile stones – Project Boards
 Action plans in a Business Plan document
 Pareto Charts
 Top 5 or 10 analysis
 Business Planning Walls
 Problem Solving Displays
 Project Status Reports
 Employee communication board
 Process abnormality display

Management
Introduction  Are they following Visual Management tools?
 Monthly Quality Performance trends
 PPI Performance monthly for the year
 Top 10 analysis
 Pareto charts
 Hourly production tracking boards
 Escalation signals & procedures
 What is the difference between them?
 Which ones will help you solve the problem now while you can still positively
impact the data above?
 The trend data should be a gauge of how well your daily management is performing

Visual
Management
Introduction
Electronic Status Boards

Visual Shop Floor Visual Management
Management
Introduction  Visual Tools:
 are the visual indicators that communicate and support the workplace management
process.
 make the current condition and target or goal clearly identifiable.
 are easy to understand – “Status at a Glance”.
 are created & maintained to allow “out of standard” conditions to be immediately &
easily recognized
 Visual Management:
 is the use of various visual tools and controls to help run the business, while the
results are not in their final tally, and you can still impact the outcome.

Visual
Management
Introduction
 Electronic Production Status Boards:

 To track production basis in real time
 To provide instant updates
 To indicate targets and goals
 To show results per shift or per day
 Use red/yellow/green visual controls

Visual
Management
Introduction
 Andon Boards:
 Audio - visual boards that communicate the status of equipment or a production line
 To make the current condition clearly visible and identifiable
 Are easy to understand – Status at a Glance

Visual
Management
Introduction
 Equipment Status Lights:

 To communicate the status of equipment or a production line
 To make the current condition clearly visible and identifiable
 Call for Help:
 Visual indicators that communicate a need for help
 or equipment stop or breakdown

Equipment Status
Equipment Status
Visual
Management
Introduction
 Down Time Clocks:

 A Down Time Clock is used to measure total duration of machine stops –
regardless of the reasons or causes
 In it’s simplest form it is an analog clock connected to the “logic” of a
machine or an automated process
 At the start of the shift the clock is reset to 12:00
 When machine is operating – the clock is not running. When the machine
stops – the clock starts to run.

Visual
Management
Introduction
Production Status Boards

Visual Production Status Boards
Management
Introduction  Production Status Boards are located on the manufacturing floor to provide instant
information regarding status of the Operation
 Production Status Boards should be used by Managers and Supervisors to
frequently review:
 daily production results
 operational availability
 daily issues and concerns
 problem solving activities
 Minimize response time to identify and to solve problems
 Involve and focus support teams on priority actions
 Share information with all the people involved, at the same time, within a
minimum lead time

Visual
Management
Introduction
 Hourly/Daily Production Status Tracking Boards:

 To track production results in real time
 To provide instant updates
 To indicate targets and goals
 To show results per shift or per day
 Use red/yellow/green visual controls

Hourly Tracking Boards
Visual
Management
Introduction
 Production Scheduling Boards:

 To display and update production schedule
 To monitor progress of production throughout the day
 To indicate any problems or issues

Visual
Management
Introduction
 Shipping Boards:
 To display and update shipping schedule and status of shipments
 Long term planning and visibility
 To indicate if shipments will be completed on time

Visual
Management
Introduction
 Materials Management Boards:

 To indicate potential inventory problems
 To maintain min/max levels of inventory
 To indicate inventory levels

Visual
Management
Introduction
 Updating Production Status Boards:

 Establish a process for updating the information
 Who is responsible for updating the Boards
 How frequently is the information updated
 What type of information needs to be displayed

Visual
Management
Introduction
Changing the World. One Kaizen at a time

This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://www.twi-network.com

Visual
Management Presentations in this
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Workshop
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2. Type in my name in
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Marek Piatkowski
3. Select a presentation you
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4. Learn and Enjoy


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Visual

Thinking win, Win, WIN

Marek Piatkowski – November 2016

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

 Ability to determine at any time a status of

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Electronic Status Boards

Thinking win, Win, WIN

Thinking win, Win, WIN

 Electronic Production Status Boards:

Thinking win, Win, WIN

Thinking win, Win, WIN

 Equipment Status Lights:

Thinking win, Win, WIN

 Down Time Clocks:

Thinking win, Win, WIN

Production Status Boards

Thinking win, Win, WIN

Thinking win, Win, WIN

 Hourly/Daily Production Status Tracking Boards:

Thinking win, Win, WIN

 Production Scheduling Boards:

Thinking win, Win, WIN

Thinking win, Win, WIN

 Materials Management Boards:

Thinking win, Win, WIN

 Updating Production Status Boards:

Thinking win, Win, WIN

Thinking win, Win, WIN

Changing the World. One Kaizen at a time

Thinking win, Win, WIN

Thinking win, Win, WIN

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