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Visual Management QUICK SET-UP.

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Presentation on theme: "Visual Management QUICK SET-UP."— Presentation transcript:

1 Visual Management QUICK SET-UP

2 Agenda Item Time 08:00 – 08:10 Opening 08:10 – 08:20 Introductions
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 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 Team Break out Visual Management Team Exercise: Area Assessment & Implementation Plan Feedback Adjourn QUICK SET-UP

3 Visual Management Module 1

4 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

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

6 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 Improve employee morale and performance through increased ownership and team territory. Identity opportunities and suggestions for how, when and why to implement visual aids. Goals: To empower employees to improve their workplaces To involve employees in improving quality, productivity, and safety To improve communications between all ArvinMeritor employees, across all boundaries To work toward Visual Management of the workplace, achieved through progressive application of each of the separate phases: Workplace Organization, Visual Display, Visual Measures, and Visual Control. To make the work environment more pleasant, jobs easier to manage, and progress more apparent. To give employees a high degree of ownership in what goes on within the Visual Factory

7 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

8 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

9 Brainstorming Exercise
Let’s think about things as they are today. .. Do we work in a visual workplace ? Instruct participants to break into smaller groups to brainstorm what the current situation is like. Instruct them to consider all 5 senses when discussing their workplace. What are some of the real problems? (Problems no one talks about publicly.) What do you dread about going to work? Allow no more than 10 minutes for this exercise. Record all ideas on a flipchart. Ask a member from each group to briefly summarize what was discussed.

10 What is our current situation ?
How would you describe your current workplace situation? Consider: Personal Safety Physical environment The processes Information access Safety W P O Process People Data Machines

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

12 Left blank to allow groups time to work.

13 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

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

15 The 4 Phases to Visual Management
Visual Measures Implementation of the 4 phases will create a system for Visual Management of the workplace Visual Display Workplace Organization

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

17 ALTO Why use standards ? Workplace standards offer these benefits:
Universally understood Assure quality and consistency Eliminate variation Make abnormalities apparent ALTO Let’s think for a minute about how standards make our lives easier. Do standards offer any additional benefits besides those mentioned here? Think about the factor of cost? Can using standards help lower costs too?

18 How many of these standards are standard in your plant ?

19 How many of these standards are standard in your plant ?
RED BOX SCRAP How many of you are familiar with the procedure for RED BOX SCRAP ? Is this procedure a STANDARD in your plant? Not only does RED BOX SCRAP create a visual display standard ( I.e. using only a red box to hold manufactured scrap, the procedure is a standard for the way we operate

20 How many of these standards are standard in your plant ?

21 How many of these standards are standard in your plant ?

22 How many of these standards are standard in your plant ?

23 Visual Management Module 2

24 How do we create Visual Management?
One phase at a time... Each phase of the visual management process is typically best completed in an order that builds upon itself. The first level is Workplace Organization (WPO). The 1st Phase is Workplace Organization

25 Workplace Organization
WPO is a vital link to continuous improvement. It would be very difficult to improve and implement lean manufacturing principles such as quick changeover, low inventories, FIFO, JIT, etc. without workplace organization. A Vital Link To Continuous Improvement

26 S S S S S 5S’S Sort Stabilize Shine Standardize Sustain
The 5S’s are an important part of the WPO process. The S’s are Sort, Stabilize, Shine, Standardize, and Sustain.

27 Sort The First S

28 First S - Sort Keep what is needed Eliminate what is not
Identify what is out of place X - Tag Are your areas as well sorted as they should be? Keep only what is needed. Many areas have things such as tools , rags, even brooms sitting around that have not been used in months and probably never will. People are afraid to get rid of these things because they think they may be needed later. Get rid of the things that are not needed. Look for things that are not where they belong. If a tool is used for a machine in another cell isn’t that where it should be. X-tag what you don’t need, that will be discussed in a moment.

29 Dark Corners and Healing Walls
Does you facility have any walls or dark corners that have stuff or junk piled up in hopes that it will fix itself or will someday be needed?

30 Sort Here Is A Good Example
This is a non-ArvinMeritor facility that shows some good 5 S-ing. These are tooling storage racks that can be rolled to the point of use. Note the reflections off of the floor. This place is clean. How could it be improved? By labeling or color coding. How can it be improved?

31 X-Tag X-Tag Select a X-Tag leader Identify what is not needed
Attach X-Tag Move to holding area Determine time to hold Move to facility holding area Tag all Safety problems X-Tag X-Tagging is a way to remove things that are not needed or used anymore. 1. The first step is to select someone from the work unit or area to be the leader. This may be a responsibility that is rotated to everyone. 2. Identify what is not needed. 3. Attach a filled out X-tag to the item(s). 4. Move these items to a local holding area near or in the work unit. 5. Determine how long to hold these items before removing them. The minimum should be 24 hours, or long enough that each shift has a chance to decide if that is something that they need. 6. Once the time is up the item(s) should be moved to a facility holding area where items can be removed by anyone who could use that item in the facility. 7. All safety issues and problems should be tagged and addressed as soon as possible.

32 X-Tag Rule of Thumb How often is it used? What to do with it.
Never used Once or twice a year Once a month Once a week Once a day or more Give, sell, or throw away Store in a distant place Store in the facility Store in the area Keep at the workplace or carry A good rule of thumb as to where to store stuff is:

33 X-Tag Name: Date: Removal Date Location: Reason for X-Tag:
This is what an X-tag looks like.

34 Stabilize The Second S Operator

35 2nd S - 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, use, and return

36 Does this look well stabilized?

37 Outlines or Footprints
A little out of place

38 Shine The Third S

39 3rd S - Shine Cleaning is inspection Make cleaning everyday work
Assign responsibilities color coded maps rotate cleaning responsibilities Utilize downtime & help others Read slide

40 Is This Your Locker Room?
This is a locker room in an ArvinMeritor facility in Spain.

41 Before and After Though the picture quality of these is very poor you can still see the incredible difference between the before and after pictures. This also shows that you don’t have to have a new facility to make it look nice.

42 A well shined facility Here is a very clean ArvinMeritor facility that is located in Spain.

43 A well shined facility Spain again

44 Standardize The Fourth S
Does anyone know what this is? DNA. Is DNA very standardized? This is an extreme example but will hopefully get you think of the importance and the standardization you encounter all of the time.

45 4th S - Standardize X-Tag procedures Holding areas Cleaning procedures
Location of items Operating procedures Here are some of the initial things you will want to consider standardizing.

46 Even rags, gloves, and trash
A Place For Everything At the 17th street plant they have utilized the space behind a press and labeled where things should go. Even rags, gloves, and trash

47 Every item has a place, is labeled, and color coded
A Place For Everything Here some chemicals are labeled and even color coded, not to mention clean. Every item has a place, is labeled, and color coded

48 Communicating What Goes Where
At Franklin, they have an area where they have written on cardboard what the part# is in that location, they have also included a sample part as well. This may not be the final labeling but is a good start and conveys the needed information. Simple but effective

49 Sustain The Fifth S

50 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 Read slide

51 Visual Ranges Make It Easier to Sustain
The arrows show the upper and lower limits of this gage. You don’t have to know anything about the process to easily see if this measure is where it should be.

52 Visual Ranges Make It Easier to Sustain

53 Sustain This is a simple shadow board that lets you know what is missing. It is important that everyone cooperates in sustaining. Everyone needs to do their part to keep things where and how they belong

54 5S’S Sort Shine X - Tag Cleaning is inspection 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 In review:

55 5S Checklist Here is a 5S checklist that can be used to help you determine how your area is doing

56 Points Needing Attention
5S Checklist 5S Audit Points Needing Attention 7 Audits performed for 5S’s Visual display of current standings and progress Emphasis on Sustaining This is a display sign to visually show how you are doing with 5S.

57 5S Supportive Strategies
Color coding Point of use Safety These supporting strategies are also a part of WPO

58 Color Coding Color coding things is a fast, easy way to separate different items and to visually determine if something is misplaced The picture shown here is those color coded wooden blocks you would play with as a child. Funny, color coding is such a simple organizational tool that a 3 year old could use it, yet we probably don’t use it enough.

59 Scrap - Manufacturing scrap - Tubing - Mixed scrap-banding,
cold rolled, stainless Most facilities separate their different types of scrap. - Process scrap

60 Examples Here is what the Central Tubing Facility uses for their scrap color coding, also their overhead pipes.

61 Examples Central Tubing Facility overhead pipes.

62 Color Coded Scrap Hoppers
Color coded scrap hoppers at Gladstone.

63 Part Color Coding Different color for each part number
Colors correspond to colors of: work units tooling gages fixtures settings

64 Color Coded Dies

65 Point of Use Looking For Tools Tools Parts disposal
Operating procedures Lock-out instructions Materials/Finished goods Information Do you ever feel you are looking for tools like this. Things that should be at the point of use are. Looking For Tools

66 Point of Use Tools at the point of use

67 Not enough room to store at the point of use, so make them mobile
Tooling cart at Gladstone Not enough room to store at the point of use, so make them mobile

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

69 Point of use Information
This is in the work area of a supplier. They keep information they need very accessible. Information

70 Safety: The 6th - S Is of great concern when considering workplace organization and the 5S’s No one should ever get hurt on the job. Our goal is ZERO ACCIDENTS!!

71 Color coded guards and labeling
Safety Color coded guards and labeling

72 Sufficient Room to Exit the Work Unit
Some of our work units are arranged this way. Is safety a concern if a machine or hydraulic line would break. Would people be able to get out of the way. One small exit for up to 9 operators

73 Well labeled, but what keeps people out of coils?
Safety Well labeled, but what keeps people out of coils?

74 Color coded and visual -easily accessible?
Safety It looks very difficult to get to this eyewash station Color coded and visual -easily accessible?

75 Safety

76 WPO Exercise 5S and WPO checklist X - Tag

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

78 The groups will be reporting what items they have x-tagged using this sheet

79 The groups also need to complete their 5S checklist and report the results.

80 Points Needing Attention
5S Audit Points Needing Attention Fill in the number of 5S points needing attention and this will be posted in the work area.

81 Module 3

82 Phase 2 of Visual Management is …

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

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

85 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 Visual Display communicates information about: The work Environment Safety Operations Storage Quality Equipment Success

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

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

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

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

90 Designated Location Example
This location is exclusively for fire safety

91 Designated Location Example
Components Kanban: What, Where, and How many

92 Floor Labeling Example
This example from AE Pamplona, Spain shows floor labeling used to set limits. What are the advantages to using this level of labeling? How does floor labeling help us maintain Visual Management?

93 Designated Location Example

94 Would you pay for a dozen eggs ?
Eggs Grade A Sometimes we get so familiar with something we fail to see the obvious. For example if you went into the store picked up a carton of eggs, opened it as you always do, and check to see that none were broken. Would you have notices that there were two eggs missing. You probably would have. But, what if there were only 10 spaces for the eggs, would you have noticed that there were only 10 then.

95 Designated Location Example
Can easily see what is missing if there is an open space for it. Egg Carton Display

96 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

97 Mobile cart provides designated location and point of use flexibility
Could this idea make work easier for anyone in your plant ?

98 Make Visual Display easy, convenient, manageable
Another example from Steel and Trucks, Queretaro, Mexico. This component parts supplier has implemented visual display for items used frequently by the operator at the work unit. What advantages do you see in this type of display?

99 Other types of Visual Display
Work Instructions Information Board T P M Checklist

100 Visual Work Instructions
What do size and placement of work instructions tell us ?

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

102 Raw Material Boundary Samples
Set quality standards Operators make quality decisions Create shared product knowledge CTF boundary board. Use photos when actual samples are not practical

103 Information Board Examples

104 Information Boards What is the focus of this information board ?

105 B E S T I N C L A S S W O R L D C L A S S L E A D I N G
20 Keys of Continuous Improvement Work Unit Current Goal Skill Versatility & Cross-Training Process Capability & Control Problem Solving & Avoidance Team Meetings & Activities Environmental Management Quality Assurance Approach Management at a Glance Management of Objectives Coupled Manufacturing Production Scheduling Employee Commitment Cleaning -Organizing Supplier Development Preventive Maintenance Knowledge Utilization Delivery Performance Quick Changeover Work Standards Quality System Safety 5 B E S T I N C L A S S 5 4 W O R L D C L A S S 4 The display board of each work unit should include their 20 Keys with performance levels and goals marked. Remember, work unit goals should be realistic and focus on the most important issues. The goals will probably not include improvement in all 20 Keys. Performance Level Performance Level 3 L E A D I N G 3 2 L E A R N I N G 2 1 T R A D I T I O N A L 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Learning & Personal Skills Development New Product/Process Introductions Objectives/Improvement Planning Valuing Continuous Improvement Vision & Executive Sponsorship People Supportive Practices Team Building / Teamwork Internal Customer Focus External Customer Focus Supplier Development Idea Implementation Problem Avoidance Best Place To Work Managing Change Team Recognition C I Tool Utilization Communication Safety/Health Environment Leadership 20 Keys of Site Excellence Goal Current 5 4 3 2 1 5 4 3 2 1 BEST IN CLASS W O R L D - C L A S S Performance Level The Site 20 Keys showing current status and goals should be displayed on the facility information board. Performance Level L E A D I N G L E A R N I N G T R A D I T I O N A L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 11-8

107 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 Information boards should be as near the work areas as possible.

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

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

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

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

112 Pictures Display Before and After
Improvements are easily documented with pictures

113 TPM Before and After ( Storyboards )

114 To add impact to visual displays, relate items to a cost.

115 Product display for waste awareness

116 Using Visual Display to show operating supplies cost

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

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

119 Cross Training Chart

120 Everyone knows, “Safety is our Top Priority”

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

122 Lighted displays capture attention
What audio warnings exist for safety concerns?

123 These standard lighted displays provide …
Consistency Easy visibility Status at a glance Problem recognition Team encouragement

124 Marquee Information Display
What are other good uses for marquee displays ?

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

126 Team Territory This area is the team’s domain, but it is seen by all

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

128 Shift Start-Up Meetings
A daily working session at the start-up of the shift that’s: Short, every day, 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.

129 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, help remove obstacle and roadblocks and stay in tune with issues. 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

130 Provide teams the territory they need to succeed
Common Territory Shared Territory

131 Extra ! Extra ! Extra ! Plant newspapers provide excellent opportunities for recognition of employees !

132 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?

133 Customer / Supplier Display
What is being produced here? Where is the product used?

134 Exhaust assembly display with vehicle application

135 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, finalize, and implement the display

136 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

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

138 Visual Management Module 4

139 Phase 3 of Visual Management is …

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

141 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

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

143 Seeing is believing ! Effective analysis requires effective reporting
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 Tell story of small office manager who threw rolls of quarters all over floor to illustrate office waste.

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

145 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; date it; keep it current

146 What do we measure ? Cross Training P P M Process Capability Lost Time
Accidents Uptime / Downtime Floor Space Supplier Quality Changeover Time Manufacturing Scrap

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

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

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

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

151 Downtime / Product Count Example

152 5 S Audit Tools

153 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

154 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

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

156 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 Data Analysis Improvement Activities Tracking

157 LINE:________________
25 50 100 75 TREND LINE SUGGESTIONS DATE:_______________ Ref # Suggestions Resp Comp Date %Comp Description IMPROVEMENT TRACKING ANALYSIS (PARETO) BOS Key Measurable LINE:________________ 1

158 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

159 Step 2 Team determines what to BOS Chart
Something needing improvement Team has control Important to customer Important to our company

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

161 Step 4 Make BOS results visible at the Work Unit

162 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 ?

163 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?


165 Module 5

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

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

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

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

170 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 What did the earlier slides mean by status

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

172 Visual Management For:
Workplace Safety Operations Equipment Quality Storage All of these areas can benefit from visual management.

173 What do certain visuals communicate and how do we use them to manage?
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

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

175 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?

176 Examples

177 Examples Though you may not know Japanese this board is still easily understood.

178 Examples

179 Examples Here is a simple check list that was used in the GM visual factory test work unit. It is very simple and easily visible as to what they have accomplished.

180 Examples Here is a picture of an andon light from Chickasha. Why would something like this be of value to your work unit?

181 Examples Here are some simple counters used to track defects. Though not vary large and visible they do keep a running count of the defects and are easily accessible.

182 Examples Here are some very visible and standardized production counters and andon boards from a Mexico facility.

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

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

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

186 What does this tell us? How would you use this to manage?
Standard Work Tools The balance boards are visual tools that help use to balance the workload within a work unit, and visually see areas that need attention or can be improved upon (the color coded walk and wait times). What does this tell us? How would you use this to manage?

187 Cross Training Chart Skills Assessment Joe Betty Bob
25% Able to process w/ direction 50% w/o direction 75% & problem solve 100% Able to train others on entire process Plant Material Inventory Inter-Plant Transfers (On-Line) Radio Frequency (RF) Trakker Scanner (IRL) Hazardous Mat’l Inventory Plant Batch Reporting Employee Name Skills Assessment Kanban/Single Scan Division Item Inventory Bar Code Inventory Receiving Joe Bob Betty Why may may we need to know who is trained in a particular job.

188 Designated Areas of Responsibility
Color coded maps Who does what? How often do they do it?

189 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

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

191 Red Box Scrap Here is the red box scrap at Kayaba in Spain.

192 Control Ranges What could you use control ranges on?

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

194 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

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

196 Process Capability

197 Process Capability CAPABILITY Company Capable Machine Number
Machine Type Restudy Date Person Responsible Characteristic Potential Study Long Term Cp Cpk Study Date Capable Company Process Capability

198 Process Capability CAPABILITY Company Not Capable Machine Number
Machine Type Restudy Date Person Responsible Characteristic Potential Study Long Term Cp Cpk Study Date Not Capable Company Process Capability

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

200 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?

201 The Visual Management Check List and Implementation



204 End of Visual Management

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