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VM001 Visual Management

Visual Management

QUICK SET-UP

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Agenda
Time 08:00 – 08:10 08:10 – 08:20 08:20 – 08:40 08:40 – 09:15 09:15 – 09:30 09:30 – 10:45 10:45 – 11:15 11:15 – 11:45 11:45 – 12:00 12:00 – 12:45 12:45 – 13:30 13:30 – 14:15 14:15 – 14:30 14:30 – 14:45 14:45 – 15:15 15:15 – 16:00 16:00 – 16:30 16:30 – 16:45 16:45 Item

VM001 Visual Management

Opening Introductions What is Visual Management? Workplace Organization Break Team Exercise: 5S X-Tag Team Report Outs Visual Display Visual Measures Lunch Team Exercise: Visual Display & Measures QUICK Team Break out SET-UP Team Report Outs Break Visual Management Team Exercise: Area Assessment & Implementation Plan Team Report Outs Feedback Adjourn
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VM001 Visual Management

Visual Management
Module 1

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VM001 Visual Management

Introduction
Welcome, to the Visual Management Workshop ! In this Opening Module we will discuss:

• Goals and Objectives
• Benefits of the Visual Management • 4 Phases of the Visual Management

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VM001 Visual Management Visual Management Charter Visual Management is promout as a workplace where all associates understand and manage their own work in a safe. organized environment that fosters open communication. clean. pride. and continuous improvement 5 .

and pride in their workplace • Increase communication by making information easier to understand • Improve company overall success 6 .VM001 Visual Management Visual Management Goals • Make everyone’s job easier • Give all associates a high degree of ownership in their work.

VM001 Visual Management 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 7 .

VM001 Visual Management 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 8 .

VM001 Visual Management Brainstorming Exercise Let’s think about things as they are today. .. Do we work in a visual workplace ? 9 .

VM001 Visual Management What is our current situation ? How would you describe your current workplace situation? Consider: • Personal Safety • Physical environment Safety WPO Process • The processes • Information access People Data Machines 10 .

VM001 Visual Management Visual Workplace Vision Describe your vision of what the ideal workplace is like 11 .

VM001 Visual Management 12 .

..VM001 Visual Management 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 13 .

anyone will easily know the: who. where. why. what. and how of an area within 5 minutes 14 . when.VM001 Visual Management The Visual Management Assessment Test In the visual workplace.

VM001 Visual Management The 4 Phases to Visual Management Visual Management Visual Measures Visual Display Workplace Organization 15 .

16 . Standards should be established by general team consensus.VM001 Visual Management Workplace Standards • Definition Objects or practices considered to be the example or model.

VM001 Visual Management Why use standards ? Workplace standards offer these benefits: • Universally understood • Assure quality and consistency ALTO • Eliminate variation • Make abnormalities apparent 17 .

VM001 Visual Management

How many of these standards are standard in your plant ?

STANDARD CHANGEOVER CLOCK

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VM001 Visual Management

How many of these standards are standard in your plant ?

RED BOX SCRAP

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VM001 Visual Management

How many of these standards are standard in your plant ?

TPM

BOARD

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VM001 Visual Management

How many of these standards are standard in your plant ?

DOWNTIME / PRODUCTION DISPLAY
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VM001 Visual Management How many of these standards are standard in your plant ? B O S CHART 22 .

VM001 Visual Management Visual Management Module 2 23 .

..VM001 Visual Management How do we create Visual Management? One phase at a time. The 1st Phase is Workplace Organization 24 .

VM001 Visual Management Workplace Organization A Vital Link To Continuous Improvement 25 .

VM001 Visual Management 5S’S • Sort • Stabilize • Shine • Standardize • Sustain 26 .

VM001 Visual Management Sort The First S 27 .

VM001 Visual Management First S .Tag 28 .Sort • Keep what is needed • Eliminate what is not • Identify what is out of place • X .

VM001 Visual Management Dark Corners and Healing Walls 29 .

VM001 Visual Management Sort Here Is A Good Example How can it be improved? 30 .

VM001 Visual Management

X-Tag
• Select a X-Tag leader • Identify what is not needed • Attach X-Tag • Move to holding area • Determine time to hold

X-Tag

• Move to facility holding area
• Tag all Safety problems
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VM001 Visual Management

X-Tag Rule of Thumb

How often is it used?
• Never used

What to do with it.
• Give, sell, or throw away • Store in a distant place • Store in the facility


• • •

Once or twice a year
Once a month Once a week Once a day or more

• Store in the area
• Keep at the workplace or carry
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VM001 Visual Management

X-Tag

Name: Date: Location: Reason for X-Tag: Removal Date

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VM001 Visual Management

Stabilize
The Second S

Operator
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use.VM001 Visual Management 2nd S . and return 35 .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.

VM001 Visual Management Does this look well stabilized? 36 .

VM001 Visual Management Outlines or Footprints A little out of place 37 .

VM001 Visual Management The Third S 38 .

Shine • Cleaning is inspection • Make cleaning everyday work • Assign responsibilities • color coded maps • rotate cleaning responsibilities • Utilize downtime & help others 39 .VM001 Visual Management 3rd S .

VM001 Visual Management Is This Your Locker Room? 40 .

VM001 Visual Management Before and After 41 .

VM001 Visual Management A well shined facility 42 .

VM001 Visual Management A well shined facility 43 .

VM001 Visual Management Standardize The Fourth S 44 .

Standardize • X-Tag procedures • Holding areas • Cleaning procedures • Location of items • Operating procedures 45 .VM001 Visual Management 4th S .

and trash 46 .VM001 Visual Management A Place For Everything Even rags. gloves.

is labeled. and color coded 47 .VM001 Visual Management A Place For Everything Every item has a place.

VM001 Visual Management Communicating What Goes Where Simple but effective 48 .

VM001 Visual Management Sustain The Fifth S 49 .

VM001 Visual Management 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 50 .

VM001 Visual Management Visual Ranges Make It Easier to Sustain 51 .

VM001 Visual Management Visual Ranges Make It Easier to Sustain 52 .

VM001 Visual Management Sustain Everyone needs to do their part to keep things where and how they belong 53 .

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 54 .VM001 Visual Management 5S’S • Sort • X .

VM001 Visual Management 5S Checklist ITEM 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? CATEGORY Yes No OBSERVATIONS 55 .

VM001 Visual Management 5S Audit • Audits performed for 5S’s • Visual display of current standings and progress • Emphasis on Sustaining 7 Points Needing Attention 56 .

VM001 Visual Management 5S Supportive Strategies • Color coding • Point of use • Safety 57 .

VM001 Visual Management Color coding things is a fast. easy way to separate different items and to visually determine if something is misplaced 58 .

cold rolled.Tubing . stainless .Process scrap 59 .Manufacturing scrap .VM001 Visual Management Scrap .Mixed scrap-banding.

VM001 Visual Management Examples 60 .

VM001 Visual Management Examples 61 .

VM001 Visual Management Color Coded Scrap Hoppers 62 .

VM001 Visual Management Part Color Coding Different color for each part number  Colors correspond to colors of: work units tooling gages fixtures settings 63 .

VM001 Visual Management Color Coded Dies 64 .

VM001 Visual Management Point of Use • Tools • Parts disposal • Operating procedures • Lock-out instructions • Materials/Finished goods • Information Looking For Tools 65 .

VM001 Visual Management Point of Use 66 .

VM001 Visual Management Point of Use Not enough room to store at the point of use. so make them mobile 67 .

VM001 Visual Management Point of Use Fixtures rotate so they take up less space and are kept at the point of use 68 .

VM001 Visual Management Point of use Information 69 .

VM001 Visual Management

Safety: The 6th - S
Is of great concern when considering workplace organization and the 5S’s

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VM001 Visual Management

Safety

Color coded guards and labeling
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VM001 Visual Management

Sufficient Room to Exit the Work Unit

Exit

One small exit for up to 9 operators

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VM001 Visual Management

Safety

Well labeled, but what keeps people out of coils?
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VM001 Visual Management Safety Color coded and visual -easily accessible? 74 .

VM001 Visual Management Safety 75 .

VM001 Visual Management WPO Exercise • 5S and WPO checklist • X .Tag 76 .

VM001 Visual Management X-Tag Name: Date: Location: Removal Date Reason for X-Tag: 77 .

VM001 Visual Management X-TAG REPORT OUT AREA STUDIED: DATE: TEAM: PAGE: of Name Item Quantity Reason for X-Tag Removal Cost Date 78 .

Then place a numerical value in the “POINTS” column. As you do the inspection place a check mark in either the “OK” column or the “NOT OK” column. 3 = implemented. 2 = progressing. ITEM 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? CATEGORY OK NOT OK POINTS OBSERVATIONS 79 .VM001 Visual Management 5S CHECKLIST Instructions: Take a look around the work area and do a visual inspection. being done on a regular basis. Please make any necessary comments in the “OBSERVATIONS” column. as follows: 1 = non-existent. work has been done on this but the team lacks the discipline. Scores should be from 1 to 3. the team has made no progress in this area.

VM001 Visual Management 5S Audit Points Needing Attention 80 .

VM001 Visual Management Module 3 81 .

VM001 Visual Management Phase 2 of Visual Management is … 82 .

.. The 2nd Phase is The 1st Phase is Visual Display Workplace Organization 83 .VM001 Visual Management How do we create Visual Management? One phase at a time.

Implement 5S 84 .VM001 Visual Management Are we ready for Visual Display ? Before Visual Display...

VM001 Visual Management 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 85 .

VM001 Visual Management Benefits of Visual Display • Makes work safer and easier • Communicates information about performance • Makes standards visible • Makes problems recognizable • Creates a shared knowledge base 86 .

87 .VM001 Visual Management Visual Display tells others… what is important to our company.

Set limits.VM001 Visual Management Types of Visual Display Begin implementing Visual Display with: • Designated Locations • Indicate danger. Make work easier • Information Boards • Work Instructions • Checklists 88 .

VM001 Visual Management Start with Designated Locations Designated Locations: • Indicate danger • Set limits • Tell us what. and how many Designated Locations are the first type of Visual Display to be implemented 89 . where.

VM001 Visual Management Designated Location Example This location is exclusively for fire safety 90 .

VM001 Visual Management Designated Location Example Components Kanban: What. Where. and How many 91 .

VM001 Visual Management Floor Labeling Example 92 .

VM001 Visual Management Designated Location Example 93 .

VM001 Visual Management Would you pay for a dozen eggs ? Eggs Grade A 94 .

VM001 Visual Management Designated Location Example Egg Carton Display 95 .

VM001 Visual Management 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 96 .

VM001 Visual Management

Mobile cart provides designated location and point of use flexibility
Could this idea
make work easier for anyone

in your plant ?

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VM001 Visual Management

Make Visual Display easy, convenient, manageable

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VM001 Visual Management

Other types of Visual Display
Work Instructions

Information Board

T P M Checklist
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VM001 Visual Management

Visual Work Instructions

What do size and placement of work instructions tell us ?

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VM001 Visual Management Product Boundary Sample Display • Increases quality awareness • Reduces variation • Useful training aid • Creates pride in products made Need a new example of Boundary Sample!!!! 101 .

VM001 Visual Management Raw Material Boundary Samples • Set quality standards • Operators make quality decisions • Create shared product knowledge Use photos when actual samples are not practical 102 .

VM001 Visual Management Information Board Examples 103 .

VM001 Visual Management Information Boards • What is the focus of this information board ? 104 .

Performance Level Goal Current 1 1 Safety Cleaning -Organizing Team Meetings & Activities Environmental Management Management at a Glance Process Capability & Control Problem Solving & Avoidance Coupled Manufacturing Production Scheduling Work Standards 2 3 4 5 2 3 4 5 WORLD CLASS 20 Keys of Continuous Improvement Work Unit BEST IN CLASS 6 TRADITIONAL LEADING LEARNING 1 2 3 4 5 Performance Level 7 8 9 10 11 12 13 14 15 16 17 18 19 20 105 Quality System Employee Commitment Supplier Development Knowledge Utilization Skill Versatility & Cross-Training Delivery Performance Preventive Maintenance Quality Assurance Approach Management of Objectives Quick Changeover VM001 Visual Management .

Performance Level 1 Goal Current Safety/Health Leadership Vision & Executive Sponsorship Objectives/Improvement Planning Communication Learning & Personal Skills Development Managing Change Team Building / Teamwork Problem Avoidance 3 5 2 4 1 2 3 4 5 6 7 Idea Implementation 20 Keys of Site Excellence New Product/Process Introductions Internal Customer Focus Team Recognition External Customer Focus LEADING BEST IN CLASS LEARNING WORLD-CLASS TRADITIONAL 1 3 5 Supplier Development C I Tool Utilization People Supportive Practices Valuing Continuous Improvement Environment Best Place To Work 8 9 10 11 12 13 14 15 16 17 18 19 20 2 4 VM001 Visual Management 11-8 106 Performance Level .

VM001 Visual Management 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 107 .

VM001 Visual Management Other Types of Visual Display • Status Boards • Product Displays • Storyboards / Pictures • Electronic Marquees Business Unit Display 108 .

VM001 Visual Management The best visual displays are easy to understand Symbols • are easily understood • give immediate status • engage viewer’s attention 109 .

VM001 Visual Management Symbols make status visible and easy to understand What other information might be useful here ? 110 .

VM001 Visual Management What do these symbols tell us? CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Potential Study Long Term Study P1 Device Cp Cpk Study Date Characteristic Capable 111 .

VM001 Visual Management Pictures Display Before and After Improvements are easily documented with pictures 112 .

VM001 Visual Management TPM Before and After ( Storyboards ) 113 .

114 .VM001 Visual Management To add impact to visual displays. relate items to a cost.

VM001 Visual Management Product display for waste awareness 115 .

VM001 Visual Management Using Visual Display to show operating supplies cost 116 .

VM001 Visual Management Product Display Example Sample assemblies are added to display every 2 hours Display used as a problem-solving tool 117 .

VM001 Visual Management Team decision-making tools How do balance boards and cross training charts become team decision making tools ? 118 .

VM001 Visual Management Cross Training Chart 25% Able to process w/ direction 50% Able to process w/out direction 75% 100% Able to process and problem solve Able to train entire process Skills Assessment Employee Name James Jerry Dawn Pla nt M ate rial Inv ent Ka ory nba n/S ing le S can Inv ent ory Ba rC ode Inv ent ory Re cei vin Ra g dio Fre que ncy (RF Tra ) kke rS can ner (IR Div L) isio n It em Ha zar dou sM at’l Inv Inte ent r-P ory lan t Tr ans fers Pla (On nt B -Lin atc hR e) epo rtin g 119 .

VM001 Visual Management Everyone knows. “Safety is our Top Priority” 120 .

VM001 Visual Management Lost Time Accidents • Goal is “Zero Accidents” • Always keep displays up to date • Changing the display daily focuses our attention on safety -daily 121 .

VM001 Visual Management Lighted displays capture attention What audio warnings exist for safety concerns? 122 .

VM001 Visual Management These standard lighted displays provide … • Consistency • Easy visibility • Status at a glance • Problem recognition • Team encouragement 123 .

VM001 Visual Management Marquee Information Display What are other good uses for marquee displays ? 124 .

VM001 Visual Management Visual Displays as As Voice to our Visitors • Share success stories • Recognize team achievements • Communicate pride in our work 125 .

VM001 Visual Management Team Territory This area is the team’s domain. but it is seen by all 126 .

. • hold shift startup meetings • identify the team • exhibit products made • be managed by the team • communicate team goals • display team accomplishments 127 .VM001 Visual Management Team Territory is a place to ..

each shift and in each work unit • A consistent method to communicate essential information • A way to accelerate the dissemination of essential information • A daily discipline that helps improve team performance daily • An opportunity to refer to and update the Primary Visual Display • A essential tool to help create & maintain team involvement Daily shift start-up meetings are the place to communicate and share news and information. 128 . every day.VM001 Visual Management Shift Start-Up Meetings • A daily working session at the start-up of the shift that’s: • Short.

help remove obstacle and roadblocks and stay in tune with issues.VM001 Visual Management Shift Start-Up Meetings • The meeting is short and very focused • 10 minutes maximum • Centered on daily issues and activities • Meeting held with entire team and facing the Primary Visual Display • Participants stand during the meeting • Team members take turns being the facilitator • Initially this is led by supervision • Note: Could be up to a month until the team is confident with what to do and natural leadership begins to emerge – still. it’s important to give everyone an opportunity to facilitate the meeting and supervision often continues to participate to offer support. • Team records decisions. actions & next steps on Primary Visual Display • No formal/Computerized report writing desirable or necessary • Other discussions should happen outside this meeting 129 .

VM001 Visual Management Provide teams the territory they need to succeed Common Territory Shared Territory 130 .

the workers involved in the United Way . with Facility Manager.Pacesetter Campaign at the Franklin Plant.TV Plant newspapers provide excellent opportunities for recognition of employees ! QUOTES OF THE W EEK:  “If you feel dog tired. The lucky winner was: Keith R.FRANKLIN PLANT FLOWER . maybe it is because you have growled all day”  “A little kindness may mold a fine character.” Congratulations Keith !!!!! 131 .VM001 Visual Management Extra ! ARVIN EXHAUST . Those present discussed ideas for future activities in the United Way program at this Plant. 1997 BIRTHSTONE . were present for discussion of this year's United Way drive.Opal Extra ! PRODUCTION PRESS Happy Birthday 10/ 17 10/ 18 Audrey Lucas Lula V andeventer Siberto Gonzales David Koons James Patton 10/ 19 10/ 21 Judy Hicks Larry Burton Catherine M cTarsney Angie Freeman Douglas Hutcherson David Thomas Travis Burton 10/ 22 Phillis Burris Timothy Sneed Lori Smither Tonya Jones W arren Beeler Randy Fisher 10/ 23 Debbie W ard On October 10th. Bob Elliott) UNITED WAY WINNER . to this years program. The highlight of the lunch meeting was the drawing for the Color TV set that was awarded to a "Contributor". Park . right.Cosmos Extra ! October 17.from FPO Second Shift (pictured above. and we all wish to Thank those that signed up or increased the contribution to the United Way Drive.

VM001 Visual Management 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? 132 .

VM001 Visual Management Customer / Supplier Display What is being produced here? Where is the product used? 133 .

VM001 Visual Management Exhaust assembly display with vehicle application 134 .

and implement the display 135 . finalize.VM001 Visual Management 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.

VM001 Visual Management 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 136 .

.VM001 Visual Management Remember.... what is important to ourcompany! 137 . Your Visual Displays tell others.

VM001 Visual Management Visual Management Module 4 138 .

VM001 Visual Management Phase 3 of Visual Management is … 139 .

..VM001 Visual Management How do we create Visual Management? One phase at a time. The 3rd Phase is The 2nd Phase is The 1st Phase is Visual Measures Visual Display Workplace Organization 140 .

VM001 Visual Management 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 141 .

VM001 Visual Management Why do we use measurement data? • To make more informed decisions about our operations • To drive and fine-tune our improvement activities • To educate the plant community • To keep management and shop floor associates informed of progress If you are not going to use data. don’t collect it! 142 .

VM001 Visual Management Seeing is believing ! I should have implemented this idea sooner! • Effective analysis requires effective reporting • How we report and display data will affect how we think about it 143 .

sample products. charts. and audio sounds that involve the audience • Use examples and comparisons • Make data speak.VM001 Visual Management Lasting Impressions To increase the impact of information: • Make it sensory. “Keep it simple” 144 . use pictures. keep it visually appealing • Don’t forget.

keep it current 145 . date it..VM001 Visual Management 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..

VM001 Visual Management What do we measure ? Cross Training PPM Uptime / Downtime Floor Space Process Capability Lost Time Accidents Changeover Time Manufacturing Scrap Supplier Quality 146 .

VM001 Visual Management The Standards Company recommends these standard measurement tools be used to: • Indicate status • Collect data • Solve problems • Measure performance 147 .

I. Indicator • Lost Time Accidents • 5 S Audit • Limbo Bars • BOS Charts 148 .VM001 Visual Management Company Standard Measurement Tools and Indicators • Changeover Clock • Production Counters • Error Proof Symbols • Downtime Clock • Process Capability Logo • Bottleneck Symbols • Current Part Running • P.

. • Insure data accuracy • Put information in graphic form • Place it where the work gets done • Use it often to track improvements • Keep it current 149 . .VM001 Visual Management To increase information value .

VM001 Visual Management Visual Production Counters Visual production counters help us: • Keep accurate counts • Make goals visible • Detect production abnormalities • Satisfy customers Goal / Actual / + or - 150 .

VM001 Visual Management Downtime / Product Count Example 151 .

Then place a numerical value in the “POINTS” column. as follows: 1 = non-existent.VM001 Visual Management 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. work has been done on this but the team lacks the discipline. 2 = progressing. 3 = implemented. Please make any necessary comments in the “OBSERVATIONS” column. being done on a regular basis. 5 S Audit Tools ITEM 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? CATEGORY OK NOT OK POINTS OBSERVATIONS 152 . the team has made no progress in this area. Scores should be from 1 to 3.

VM001 Visual Management 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 153 .

• Make safety records visible • Perform regular safety audits • Display lost time injuries / accidents • Keep track of where. and how accidents occur 154 .VM001 Visual Management Safety First ! Always. why. when.

VM001 Visual Management The Versatile BOS Chart The BOS Chart can wear many hats: • Visual display • Problem solving tool • Progress indicator • Assign responsibilities 155 .

VM001 Visual Management Follow these steps to use BOS for Visual Measures The best reason to include BOS Charting with measure displays is because BOS requires action ! Improvement Activities Improvement Tracking 156 Key Measurable Data Analysis .

LINE:________________ DATE:_______________ TREND LINE BOS Key Measurable Suggestions VM001 Visual Management SUGGESTIONS Ref # Comp Resp Date %Comp 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 25 50 75 100 Ref # Description ANALYSIS (PARETO) IMPROVEMENT TRACKING 157 .

per week.number of defects • Scrap . etc. • Average time to produce one unit • PPM . track numbers: • Total product produced • per hour. per shift.percentage of total produced • Changeover time • Downtime / Uptime 158 .VM001 Visual Management Step 1 Involve users in the measurement Team members collect data. per day.

VM001 Visual Management Step 2 Team determines what to BOS Chart • Something needing improvement • Team has control • Important to customer • Important to our company 159 .

VM001 Visual Management Step 3 Team members update BOS • Use team meeting to study data • Team plans improvement activities • Everyone participates • Computers not required 160 .

VM001 Visual Management Step 4 Make BOS results visible at the Work Unit 161 .

. .VM001 Visual Management 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 ? 162 .

VM001 Visual Management 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? 163 .

I. 3. Indicator Production Counters Changeover Graph Bottleneck Operation OBSERVATION Dedicated Line-clock is not needed DESIRED CHANGES Redistribute the clock to a needy cell PRIORITY 1 164 . For each item listed fill in an observation to indicated whether or not the work group is currently working on this. In the column labeled “Priority” indicate if the change can be implemented in: 1) 36 Hours 2) 5 Days 3) 2 Weeks 4.VISUAL DISPLAY & MEASURES AUDIT VM001 Visual Management 1. If there are any changes desired please indicate those in the “Desired Changes” column. Fill in any additional items that are observed in the work area and fill in all categories. ITEM Changeover Clock P. 2.

VM001 Visual Management Module 5 165 .

The 4th Phase is The 3rd Phase is The 2nd Phase is The 1st Phase is Visual Management Visual Measures Visual Display Workplace Organization 166 .VM001 Visual Management How do we create Visual Management? One phase at a time...

VM001 Visual Management Visual Management Using the information provided by visuals to make informed and proper decisions or judgements daily. 167 .

what is waste or abnormal.VM001 Visual Management Vision The Visually Managed Factory is: A workplace that is easily understood by all. and where improvements are needed. Anyone could walk into a work unit and at a ‘glance’ understand the status of that work unit. 168 .

Would you be able to understand the status of that work unit? 169 .VM001 Visual Management Vision If you walked into a work unit or facility on Sunday. No one is around and nothing is running.

VM001 Visual Management 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 170 .

VM001 Visual Management Status at a Glance What information do we need to know? • Is it? • easily visible • consistent throughout the facility or business unit • current • USEFUL 171 .

VM001 Visual Management Visual Management For: • Workplace • Safety • Equipment • Quality • Storage • Operations 172 .

VM001 Visual Management 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 173 .

VM001 Visual Management Status at a Glance What do certain visuals communicate and how do we use them to manage? •Safety •PPM •Scrap 174 .

VM001 Visual Management 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? 175 .

VM001 Visual Management Examples 176 .

VM001 Visual Management Examples 177 .

VM001 Visual Management Examples 178 .

VM001 Visual Management Examples 179 .

VM001 Visual Management Examples 180 .

VM001 Visual Management Examples 181 .

VM001 Visual Management Examples 182 .

VM001 Visual Management Needs for Improvement Knowing very little about these facilities. we were able to make some suggestions for possible improvements. 183 . with the simple visuals we just looked at.

VM001 Visual Management Needs for Improvement • Utilize these visuals to make improvements and suggestions for improvements during: • EI meetings • Shift Start Up Meetings • Downtime • ALL the Time 184 .

VM001 Visual Management Standard Work Tools Balance boards and equipment layouts are used to: • Level work loads • Make our jobs easier • Processes better and more efficient 185 .

VM001 Visual Management Standard Work Tools What does this tell us? How would you use this to manage? 186 .

VM001 Visual Management Cross Training Chart 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 Skills Assessment Employee Name Joe Bob Betty 187 .

VM001 Visual Management Designated Areas of Responsibility • Color coded maps • Who does what? • How often do they do it? 188 .

VM001 Visual Management 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 189 .

VM001 Visual Management Red Box Scrap • Are there less than 6 total or 3 identical parts in the box? YES .stop production and take corrective actions 190 .continue production NO .

VM001 Visual Management Red Box Scrap 191 .

VM001 Visual Management Control Ranges 192 .

VM001 Visual Management Error Proofing Program P1 Device (Green) An Error Proofing device that PREVENTS an error from occurring 193 .

VM001 Visual Management 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 194 .

VM001 Visual Management Error Proofing Program P3 Device (Blue) An Error Proofing device that detects a defect and ELIMINATES IT FROM THE FLOW of good products 195 .

VM001 Visual Management Process Capability 196 .

VM001 Visual Management CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Long Term Potential Study Study Cp Characteristic Cpk Study Date Capable 197 .

VM001 Visual Management CAPABILITY Machine Number Machine Type Restudy Date Person Responsible Long Term Potential Study Study Cp Characteristic Cpk Study Date Not Capable 198 .

VM001 Visual Management Visual Management Are WE Hitting the Target? 199 .

VM001 Visual Management 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? 200 .

VM001 Visual Management The Visual Management Check List and Implementation 201 .

THE VISUAL FACTORY CHECKLIST ATEGORY ITEM Changeover tools are within reach Tooling is well organized Machines and equipment are clean and painted Unnecessary items are cleared Workplace organization and orderliness 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 Customer/Supplier information displayed 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 YES NO VM001 Visual Management 5S VISUAL DISPLAY 202 .

2. Identify areas of greatest opportunity. 3. Capture before condition. Begin immediately and involve all cell members. VM001 Visual Management Activities Week 1:      Activities Week 2:      Activities Week 3:      Activities Week 4:      Key Support People: Responsible: Responsible: Responsible: Responsible: 203 .THE VISUAL FACTORY IMPLEMENTATION PLAN Implementation Objectives: 1.

VM001 Visual Management End of Visual Management 204 .