Visual Management

Visual Management
• 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
 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
PRINCIPLES OF VISUAL MANAGEMENT

SAFETY

VISUAL
PRODUCTIVITY
FACTORY

QUALITY
 The Visual Management

In the visual workplace, anyone will easily know the:

who, what, when, where, why, and how of an area

within 5 minutes
 The foundation of
continuous improvement
How do we create Visual Management?

Workplace Organization
 The Visual Workplace
• is safe.
• is clean and organized.
• is easily understood.
• is managed through involvement by all.
• creates high quality products.
• communicates progress.
 Workplace Organization

A Vital Link To Continuous Improvement

5s
What is it?
• 5S is a workplace organization technique
• It is a way to involve associates in the ownership of their workspace
• It helps create and maintain the efficiency and effectiveness of a work
area
What’s it for?
• It is a way to create:
• Cleaner work areas
• More organization
• Safer working conditions
• Less wasted time
• Efficient work processes and practices
• More available space
Different types of workplaces
• There are basically three different types of workplaces:
1. Third Class : People throw trash around and no one cleans up.
2. Second Class: People throw trash around and someone else pick it up.
3. First Class : No one throws trash around and everyone works to keep things
clean.
The 5S Principles

• SEIRI :Sort out

• SEITON :Straighten/Set in Order
• SEISO :Shining
• SEIKETSU :STANDARDIZE
• SHITSUKE :Sustain
5s

Ford’s CANDO Toyota’s 5S Six Sigma DMAIC

C – Cleaning Up S –Sort D – Define Phase
A – Arranging S – Straighten/Set in Order M – Measure Phase
N – Neatness S – Sweep A – Analyze Phase
D – Discipline S – Standardize I – Improve Phase
O – Ongoing Improvement S – Sustain C – Control Phase
Eliminate waste
Sort

Set in
SUSTAIN
order

STANDARDIZE Shine
1-The First S - Sorting
Separating the Needed from the Not-Needed

• Decide what you need.

• Remove unnecessary clutter.
• All tools, gauges, materials, classified and then stored.
• Remove items which are broken, unusable or only occasionally used.
The First S - Sorting RED
TAG

• Red Tag Technique:

• GIVE STAFF RED LABELS
• ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE
• ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT QUANTITY
• NOT NEEDED >> RED TAG IT
• STORE IN THE RED TAG AREA
The First S - Sorting
• Place the suspected items in the RED TAG AREA for one week.
• Allow the staff to re-evaluate the needed items.
• At the end of week those need items should be returned.
 Item Name
&/or Description:

Department: Value per Item:

Classification: 1. Raw Material 5. Machine / Equipment

Ente
r#
2. Work-in-Process 6. Mold / Jig
in
box
3. Component 7. Tool / Fitting
4. Finished Product 8. Other______________

5S --- RED TAG Reason:

Ente
1.
2.
Unnecessary
Defective
4.
5.
Unknown
Other______________
r#
in 3. Leftover Material
box

Action: 1. Eliminate Completed:

Ente 2. Return
r#
in 3. Move to Red Tag Storage
box
4. Other_______________

CE
N
G-
LE-
Tag Attached: Action Taken:
XX
X
(--
)

Year_____ Month_____ Day____ Year_____ Month_____ Day_____ File completed Tag at ____________
The First S - Sorting
• Organisation:

Priority Frequency of use How to use

Low Less than once Throw away
per year Store away from
Once per year the workplace

Average Once per month Store together but

Once per week offline

High Once Per Day Locate at the

workplace
The First S - Sorting
• Expected Results of Sorting :
• Elimination of wastes of resources, material, spaces, …etc.
• Reduce WIP inventory
2-The Second S – Set in order
A place for everything and everything in its place, clean and ready to
use
Organise layout of tools and equipment
• Designated locations
• Use tapes and labels
• Ensure everything is available as it is needed and at
the “point of use”
The Second S – Set in order
Workplace Checkpoints:-
• Storage places clearly marked?
• Tools classified and stored by frequency of use? (Low,
Average and high)
• Pallets stacked correctly?
• Safety equipment easily accessible?
• Floors in good condition?
The Second S – Set in order
• Expected Results of Sorting :
• No more Searching.
• Reduce Setting up time
• Prevent : misplacing, Leaking oil, wasting energy or materials .. Etc.
• Improve:
• Space Utilization.
• Eliminate:
• Searching time
• Dangerous conditions
Does this look well Straightened?
 Outlines or Footprints

A little out of place

3-The Third S – Shining
Cleaning for Inspection
• Identify and eliminate causes of dirt and grime – remove the need to
clean.
• Sweep, dust, polish and paint.
• Divide areas into zones.
• Define responsibilities for cleaning.
• Tools and equipment must be owned by an individual.
• Focus on removing the need to clean.
The Third S – Shining
• Expected Results of Sorting :
• Higher Quality work and products.
• More Comfortable and safer work environment.
• Greater visibility and retrieval time.
• Lower maintenance time.
Before and After
A well shined facility
A well shined facility
4-The Fourth S - Standardizing
Developing Common Methods for Consistency
• Generate a maintenance system for the first three
• Develop procedures, schedules, practices
• Continue to assess the use and disposal of items
• Regularly audit using checklists and measures of housekeeping
• Real challenge is to keep it clean
A Place For Everything

Even rags, gloves, and trash

 A Place For Everything

Every item has a place, is labeled, and color coded

5- The Fifth S - Sustaining
Holding the Gains and Improving
• Determine 5S Level of Achievement
• Perform routine checks
• Analyze results of routine checks
• Measure progress and plan for continuous improvement
Visual Ranges Make It Easier to Sustain
Visual Ranges Make It Easier to Sustain
 Sustain

Everyone needs to do their part to keep things where and

how they belong
 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?
 5S Supportive Strategies

• Color coding
• Point of use
• Safety
Color coding things is a fast, easy way to separate different
items and to visually determine if something is misplaced
Examples
Examples
Color Coded Scrap Hoppers
 Part Color Coding
Different color for each part number
h Colors correspond to colors of:

4 work units
4 tooling
4 gages
4 fixtures
4 settings
Color Coded Dies
 2-Point of Use
• Tools
• Parts disposal
• Operating procedures
• Lock-out instructions
• Materials/Finished goods
• Information

Looking For Tools

 Point of Use
(Shadow Board-Visual Control)
 Point of Use

Not enough room to store at the point of use, so

make them mobile
 Point of Use

Fixtures rotate so they take up less space and are kept

at the point of use
Point of use

Information
 Safety: The 6th - S
Is of great concern when considering
workplace organization and the 5S’s
Safety the Sixths S
 Safety
(Visual Control Signage)

Color coded guards and labeling

Sufficient Room to Exit the Work Unit

Exit

One small exit for up to 9 operators

 Safety

Well labeled, but what keeps people out of coils?

 Safety

Color coded and visual

-easily accessible?
VISUAL MANAGEMENT INITIATIVES

1. Visual Control Boards.

2. Andon
3. Footprints
4. Signage
5. Obeya
6. Hansei
 Visual Display

Information regarding

QCDMS
• Q - Quality
C - Cost
D - Delivery
M - Material
S - Safety
 VISUAL BOARD
What is Visual Control Board

1. A color-coded , physical visual control system used for monitoring of shop-floor activities and KPIs.

Use of Visual Control Board

1. Visual boards are used as activators and data communication centre.
2. The visual board area is used for shop-floor meetings.
3. A centre of periodical progress reviews and updates.
4. Used to drive the business processes from the boardroom to the shop floor.

Benefits of Visual Control

Board
1. It quickly gives visibility to the progress of each tasks for further action.
2. Identifies the resources and activities being undertaken.
 VISUAL BOARD
Red zone indicates
the supplier is on the
verge of not satisfying Other pertinent information
their customer. Very (e.g.. Quality performance)
low level of goods would be contained in the
maintained. information section.

Yellow zone indicates

customer
requirements are
being met. Low level
of finished goods The cards hanging on
maintained. the hooks in the
colored zones reflect
Green zone indicates the part number
the customer’s needs identified in the
are being fulfilled. section, a given
Supplier is building quantity of material in
more than the one container. When a
customer is requiring card is on the hook it
and it may be time to indicates an empty
stop production until container.
demand is more in
line with supply.

This is an example of a pull board that could be used with internal operations, as shown, or even
with external customers.
 ANDON

What is Andon?
1. Andon (Japanese for lantern) is a tool for visual
management and refers to a system of signals used to
indicate the operational status (at a glance) of a machine
or work center.

2. It can be used manually or automatically.

3. It also one of the principle elements of the Jidoka

quality-control method.
 ANDON
Use of Andon

1. Alerts management and other workers to quality or

process problem.

2. Gives the worker the ability to stop production when a

defect is found, and immediately call for assistance.

3. Indicates where the alert was generated, and may also

provide a description of the trouble whether shortage of material or
maintenance call or supervisor call.
.
 ANDON
Defect created or found

Part shortage
Common reasons
for manual
activation of the
Andon

Equipment/Tool malfunction

A safety problem exists

 ANDON
Types of Andon
1 Visual Andon

Text Graphics Coded signal lights

 Ideal for STOP /
WAIT / GO signaling
 Display production data in in busy factories
real time.  Boost health and
 Calculate shift efficiencies safety.
and production targets.
Green - no problems
Yellow - situation requires
attention, production flow at risk
Red - PRODUCTION STOPPAGE:
IMMEDIATE ASSISTANCE
REQUIRED

2
Audio Andon

Coded Coded Buzzers / Prerecorded

Tones Tunes Alarms Messages
 FOOTPRINT
What is Footprint
1. Markings on the floor or work area outlining specifically where items should be placed.

Benefit
1. To ease employees during storage or retrieval.

2. It avoids employees wasting time looking for things or pondering their next move.

3. The workplace becomes clean and better organized.

4. Operation on the shop floor and office become easier and safer
 .
5. Visible location of parts or equipment for easy traceability and save time of searching
 FOOTPRINT
CREATING FOOTPRINT
1. A footprint is an outline of the items required at work areas indicating where the items
should be placed.
2. Rules about footprints or floor borders

a) Mark from the floor up to workbenches etc

b) Start with plastic tape to test out, then move to paint
c) Use colours to code footprints as shown in the following example, as a guideline :

Light Blue - Raw parts/material

Black - Finished good/parts

Red - Non-conforming/KIV parts/material

White - Other than parts/material

Yellow – Border of work area

 FOOTPRINT
Light blue for raw material Black for finished part
Yellow for work area border

LINE
SOZAI KANSEI

5S CORNER TOOL CABINET NG QC CORNER VISUAL BOARD

Red for non-conforming part

White for equipment

Floor Labeling Example
 SIGNAGE
Signage is any kind of graphics created to display information.

Displays Controls
To make staff aware of To guide the action of
related data and staff members – sign
information boards, dos and
– charts, graphs etc don’ts signs
 Signs Example
Designated Location
 Signage Example

Components Kanban: What, Where, and How many

Designated Location Example

Egg Carton Display

 Signage Example
Information Boards
Signs Example
 The best visual displays are easy to understand

Symbols
• are easily understood

• give immediate status

• engage viewer’s attention

Symbols make status visible and
easy to understand
What do these symbols tell us?
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible P1 Device

Long Term
Potential
Study

Study
Characteristic Cp Cpk Study Date

Capable
To add impact

to visual displays,

relate items to

a cost.
Product display for waste awareness
 Signage Examples
Lighted displays capture attention
 Signage
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
 Obeya
• Japanese for "large room" or "war room" - refers to a form of
project management used in Asian companies
(including Toyota).
 Obeya
Team decision-making tools
Visual Display & Visual Measurement
 How to implement
Visual Display
1. Identify subject to focus on
2. Identify problems or success associated with the subject
3. Identify the audience for visual display
4. Choose the best location for the display
5. Develop and test the display
6. Improve, finalize, and implement the display
 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
Visual Measurement
The BOS Chart
The BOS (Business Operating System
chart) Chart can wear
many hats:

• Visual display

• Problem solving tool

• Progress indicator

• Assign responsibilities
 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 Improvement

Activities

Data Analysis Improvement

Tracking
LINE:________________
DATE:_______________
BOS Key Measurable
TREND LINE SUGGESTIONS
Comp
Ref # Suggestions 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

 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
 Step 2
Team determines what to BOS Chart

• Something needing
improvement

• Team has control

• Important to customer

• Important to our company

 Step 3
Team members update BOS

• Use team meeting to study data

• Team plans improvement
activities
• Everyone participates
• Computers not required
 Step 4
Make BOS results visible at the Work Unit
 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 ?

 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?

 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 Redistribute the clock to a needy cell 1
needed
P.I. Indicator

Production Counters

Changeover Graph

Bottleneck Operation
The Visual Management Check List and
Implementation
 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
 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:

End of Visual Management