4 Introduction Welcome, to the Visual Management Workshop ! In this Opening Module we will discuss:Goals and ObjectivesBenefits of the Visual Management4 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 easierGive all associates a high degree of ownership in their work, and pride in their workplaceIncrease communication by making information easier to understandImprove company overall successImprove 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 workplacesTo involve employees in improving quality, productivity, and safetyTo improve communications between all ArvinMeritor employees, across all boundariesTo 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 ObjectivesUnderstand the 4 Phases leading up to Visual Management of the WorkplaceApply the concepts and techniques for each phase through team exercises on the floorUnderstand 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 understoodMake work decisions based on what we seeCommunicate all waysMake customer satisfaction visible
9 Brainstorming Exercise Let’s think about thingsas they are today. ..Do we work in a visualworkplace ?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 SafetyPhysical environmentThe processesInformation accessSafetyW P OProcessPeopleDataMachines
11 Visual Workplace Vision Describe your vision of what the ideal workplace is like
13 The Visual Workplace ... is safe is clean and organized is easily understoodis managed through involvement by allcreates high quality productscommunicates progressgenerates 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 areawithin 5 minutes
15 The 4 Phases to Visual Management Visual MeasuresImplementation of the 4 phases will create a system for Visual Management of the workplaceVisual DisplayWorkplace Organization
16 Workplace StandardsDefinition 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 understoodAssure quality and consistencyEliminate variationMake abnormalities apparentALTOLet’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 ? CHANGEOVERCLOCK
19 How many of these standards are standard in your plant ? RED BOX SCRAPHow 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 ? T P MBOARD
21 How many of these standards are standard in your plant ? DOWNTIME / PRODUCTION DISPLAY
22 How many of these standards are standard in your plant ? B O S CHART
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 isWorkplace 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.
28 First S - Sort Keep what is needed Eliminate what is not Identify what is out of placeX - TagAre 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-TagMove to holding areaDetermine time to holdMove to facility holding areaTag all Safety problemsX-TagX-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 usedOnce or twice a yearOnce a monthOnce a weekOnce a day or moreGive, sell, or throw awayStore in a distant placeStore in the facilityStore in the areaKeep at the workplace or carryA 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.
39 3rd S - Shine Cleaning is inspection Make cleaning everyday work Assign responsibilitiescolor coded mapsrotate cleaning responsibilitiesUtilize downtime & help othersRead slide
40 Is This Your Locker Room? This is a locker room in an ArvinMeritor facility in Spain.
41 Before and AfterThough 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 facilityHere is a very clean ArvinMeritor facility that is located in Spain.
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 itemsOperating proceduresHere are some of the initial things you will want to consider standardizing.
46 Even rags, gloves, and trash A Place For EverythingAt 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 EverythingHere 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
50 5th S - Sustain Make it a habit It takes doing something 21 times before it becomes a habitProper training and communicationInform all employees (especially new ones)Support and cooperation from everyoneRead 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.
53 SustainThis 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 StabilizeA place for everythingEverything in its placeShineCleaning is inspectionStandardizeRules for the first 3 S’sSustainMake it habitCooperationIn review:
55 5S ChecklistHere is a 5S checklist that can be used to help you determine how your area is doing
56 Points Needing Attention 5S Checklist5S AuditPoints Needing Attention7Audits performed for 5S’sVisual display of current standings and progressEmphasis on SustainingThis is a display sign to visually show how you are doing with 5S.
57 5S Supportive Strategies Color codingPoint of useSafetyThese supporting strategies are also a part of WPO
58 Color CodingColor coding things is a fast, easy way to separate different items and to visually determine if something is misplacedThe 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, stainlessMost facilities separate their different types of scrap.- Process scrap
60 ExamplesHere is what the Central Tubing Facility uses for their scrap color coding, also their overhead pipes.
65 Point of Use Looking For Tools Tools Parts disposal Operating proceduresLock-out instructionsMaterials/Finished goodsInformationDo you ever feel you are looking for tools like this.Things that should be at the point of use are.Looking For Tools
67 Not enough room to store at the point of use, so make them mobile Tooling cart at GladstoneNot enough room to store at the point of use, so make them mobile
68 Point of UseFixtures 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 - SIs of great concern when considering workplace organization and the 5S’sNo one should ever get hurt on the job. Our goal is ZERO ACCIDENTS!!
71 Color coded guards and labeling SafetyColor 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? SafetyWell labeled, but what keeps people out of coils?
74 Color coded and visual -easily accessible? SafetyIt looks very difficult to get to this eyewash stationColor coded and visual-easily accessible?
83 How do we create Visual Management? One phase at a time...The 2nd Phase isVisual DisplayThe 1st Phase isWorkplace Organization
84 Are we ready for Visual Display ? Before Visual Display... Implement5 S
85 Phase 2: Visual Display Definition: A method to visually communicate important information in the workplaceInformation regarding:SafetyQualityOperationsEquipmentWork EnvironmentProgress / AchievementsVisual Display communicates information about:The work EnvironmentSafetyOperationsStorageQualityEquipmentSuccess
86 Benefits of Visual Display Makes work safer and easierCommunicates information about performanceMakes standards visibleMakes problems recognizableCreates 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 LocationsIndicate danger; Set limits; Make work easierInformation BoardsWork InstructionsChecklists
89 Start with Designated Locations Indicate dangerSet limitsTell us what, where, and how manyDesignated Locations are the first type of Visual Display to be implemented
90 Designated Location Example This location isexclusively forfire 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?
94 Would you pay for a dozen eggs ? Eggs Grade ASometimes 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 itemsDesignate locations for type and correct number (quantity) of needed itemsPost visual indicatorsCreate 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 ideamake workeasier for anyonein 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 InstructionsInformation BoardT P M Checklist
100 Visual Work Instructions What do size and placement of work instructions tell us ?
101 Product Boundary Sample Display Increases quality awarenessReduces variationUseful training aidCreates pride in products madeNeed a new example ofBoundary Sample!!!!
102 Raw Material Boundary Samples Set quality standardsOperators make quality decisionsCreate shared product knowledgeCTF boundary board.Use photos when actual samples are not practical
104 Information BoardsWhat 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 ImprovementWork UnitCurrentGoalSkill Versatility & Cross-TrainingProcess Capability & ControlProblem Solving & AvoidanceTeam Meetings & ActivitiesEnvironmental ManagementQuality Assurance ApproachManagement at a GlanceManagement of ObjectivesCoupled ManufacturingProduction SchedulingEmployee CommitmentCleaning -OrganizingSupplier DevelopmentPreventive MaintenanceKnowledge UtilizationDelivery PerformanceQuick ChangeoverWork StandardsQuality SystemSafety5B E S T I N C L A S S54W O R L D C L A S S4The 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 LevelPerformance Level3L E A D I N G32L E A R N I N G21T R A D I T I O N A L11234567891011121314151617181920
106 BEST IN CLASS W O R L D - C L A S S L E A D I N G L E A R N I N G Learning & Personal Skills DevelopmentNew Product/Process IntroductionsObjectives/Improvement PlanningValuing Continuous ImprovementVision & Executive SponsorshipPeople Supportive PracticesTeam Building / TeamworkInternal Customer FocusExternal Customer FocusSupplier DevelopmentIdea ImplementationProblem AvoidanceBest Place To WorkManaging ChangeTeam RecognitionC I Tool UtilizationCommunicationSafety/HealthEnvironmentLeadership20 Keys of Site ExcellenceGoalCurrent5432154321BEST IN CLASSW O R L D - C L A S SPerformance LevelThe Site 20 Keys showing current status and goals should be displayed on the facility information board.Performance LevelL E A D I N GL E A R N I N GT R A D I T I O N A L123456789101112131415161718192011-8
107 Information Board Guidelines Work Unit determines what will be displayedMake information easy to read and understandAlways post information in same locationKeep the focus clear; don’t overload infoKeep information currentInformation boards should be as near the work areas as possible.
108 Other Types of Visual Display Status BoardsProduct DisplaysStoryboards / PicturesElectronic MarqueesBusiness Unit Display
109 The best visual displays are easy to understand Symbolsare easily understoodgive immediate statusengage 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? CAPABILITYMachine NumberMachine TypeRestudy DatePerson ResponsibleCharacteristicPotentialStudyLong TermCpCpkStudy DateCapableArvinMeritorP1 Device
112 Pictures Display Before and After Improvements are easily documented with pictures
121 Lost Time Accidents Goal is “Zero Accidents” Always keep displays up to dateChanging 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 … ConsistencyEasy visibilityStatus at a glanceProblem recognitionTeam encouragement
124 Marquee Information Display What are other good uses for marquee displays ?
125 Visual Displays as As Voice to our Visitors Share success storiesRecognize team achievementsCommunicate pride in our work
126 Team TerritoryThis area is the team’s domain, but it is seen by all
127 Team Territory is a place to ... hold shift startup meetingsidentify the teamexhibit products madebe managed by the teamcommunicate team goalsdisplay 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 unitA consistent method to communicate essential informationA way to accelerate the dissemination of essential informationA daily discipline that helps improve team performance dailyAn opportunity to refer to and update the Primary Visual DisplayA essential tool to help create & maintain team involvementDaily 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 focused10 minutes maximumCentered on daily issues and activitiesMeeting held with entire team and facing the Primary Visual DisplayParticipants stand during the meetingTeam members take turns being the facilitatorInitially this is led by supervisionNote: 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 DisplayNo formal/Computerized report writing desirable or necessaryOther discussions should happen outside this meeting
130 Provide teams the territory they need to succeed Common TerritoryShared Territory
131 Extra ! Extra ! Extra !Plant newspapers provide excellent opportunitiesfor recognition ofemployees !
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 onIdentify problems or success associated with the subjectIdentify the audience for visual displayChoose the best location for the displayDevelop and test the displayImprove, finalize, and implement the display
136 Review: Does your visual display offer these benefits? Communicate information about performanceMake standards visibleMakes problems recognizableMake work safer and easierRecognize an achievementCreates a shared knowledge base
137 Remember... Your Visual Displays tell others... what is important to ourcompany!
140 How do we create Visual Management? One phase at a time...The 3rd Phase isVisual MeasuresThe 2nd Phase isVisual DisplayThe 1st Phase isWorkplace Organization
141 Visual Measures In this module we will discuss: Using the data we collectSeeing is believingMeasurement toolsEffective data displayBOS ChartingHow to develop meaningful measures
142 Why do we use measurement data? To make more informed decisions about our operationsTo keep management and shop floor associates informed of progressTo drive and fine-tune our improvement activitiesTo educate the plant communityIf you are not going to use data, don’t collect it!
143 Seeing is believing ! Effective analysis requires effective reporting I should haveimplementedthis idea sooner!Effective analysis requires effective reportingHow we report and display data will affect how we think about itTell 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 audienceUse examples and comparisonsMake data speak; keep it visually appealingDon’t forget, “Keep it simple”
145 To make data displays effective... Involve users in the measurementProvide the results to people who can act on themPresent results in the most appropriate form for the audienceLink results with improvement activitiesReport data immediately; date it; keep it current
146 What do we measure ? Cross Training P P M Process Capability Lost Time AccidentsUptime /DowntimeFloor SpaceSupplierQualityChangeoverTimeManufacturingScrap
147 The Standards Company recommends these standard measurement tools be used to:Indicate statusCollect dataSolve problemsMeasure performance
148 Company Standard Measurement Tools and Indicators Changeover ClockProduction CountersError Proof SymbolsP.I. IndicatorLost Time Accidents5 S AuditDowntime ClockProcess Capability LogoBottleneck SymbolsCurrent Part RunningLimbo BarsBOS Charts
149 To increase information value . . . Insure data accuracyPut information in graphic formPlace it where the work gets doneUse it often to track improvementsKeep it current
150 Visual Production Counters help us:Keep accurate countsMake goals visibleDetect production abnormalitiesSatisfy customersGoal / Actual / + or -
153 Is there a visual measure of our Customer Satisfaction ? Collect customer satisfaction dataDisplay it where everyone sees itKeep track of progressHighlight special achievements / awards
154 Safety First ! Always. Make safety records visible Perform regular safety auditsDisplay lost time injuries / accidentsKeep track of where, when, why, and how accidents occur
155 The Versatile BOS Chart The BOS Chart can wearmany hats:Visual displayProblem solving toolProgress indicatorAssign 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 MeasurableData AnalysisImprovementActivitiesTracking
158 Step 1 Involve users in the measurement Team members collect data; track numbers:Total product producedper hour, per shift, per day, per week, etc.Average time to produce one unitPPM - number of defectsScrap - percentage of total producedChangeover timeDowntime / Uptime
159 Step 2 Team determines what to BOS Chart Something needing improvementTeam has controlImportant to customerImportant to our company
160 Step 3 Team members update BOS Use team meeting to study dataTeam plans improvement activitiesEveryone participatesComputers 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?
166 How do we create Visual Management? One phase at a time...The 4th Phase isVisual ManagementThe 3rd Phase isVisual MeasuresThe 2nd Phase isVisual DisplayThe 1st Phase isWorkplace Organization
167 Visual ManagementUsing the information provided by visuals to make informed and proper decisions or judgements daily.
168 The Visually Managed Factory is: VisionThe 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. VisionIf 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 everyoneConstantly uncover needs for improvementHelp make each persons job easierInvolve everyoneWhat did the earlier slides mean by status
171 Status at a Glance What information do we need to know? Is it? easily visibleconsistent throughout the facility or business unitcurrentUSEFUL
172 Visual Management For: WorkplaceSafetyOperationsEquipmentQualityStorageAll 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 GlanceWhat do certain visuals communicate and how do we use them to manage?Production countersDowntime/Uptime clocksChange-over clocksBOS charts
174 What do certain visuals communicate and how do we use them to manage? Status at a GlanceWhat do certain visuals communicate and how do we use them to manage?SafetyPPMScrap
175 Visual ManagementThe 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?
179 ExamplesHere 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 ExamplesHere is a picture of an andon light from Chickasha. Why would something like this be of value to your work unit?
181 ExamplesHere 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 ExamplesHere 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 suggestionsfor possible improvements.
184 Needs for ImprovementUtilize these visuals to make improvements and suggestions for improvements during:EI meetingsShift Start Up MeetingsDowntimeALL the Time
185 Standard Work Tools Balance boards and equipment layouts are used to: Level work loadsMake our jobs easierProcesses better and more efficient
186 What does this tell us? How would you use this to manage? Standard Work ToolsThe 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 processw/ direction50%w/o direction75%& problem solve100%Able to train otherson entire processPlant Material InventoryInter-Plant Transfers (On-Line)Radio Frequency (RF)Trakker Scanner (IRL)Hazardous Mat’l InventoryPlant Batch ReportingEmployee NameSkills AssessmentKanban/Single ScanDivision ItemInventory Bar CodeInventory ReceivingJoeBobBettyWhy may may we need to know who is trained in a particular job.
188 Designated Areas of Responsibility Color coded mapsWho 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 actionPromotes visual awareness of repetitive defects
190 Are there less than 6 total or 3 identical parts in the box? Red Box ScrapAre there less than 6 total or 3 identical parts in the box?YES - continue productionNO - stop production and take corrective actions
191 Red Box ScrapHere is the red box scrap at Kayaba in Spain.
192 Control RangesWhat 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
197 Process Capability CAPABILITY Company Capable Machine Number Machine TypeRestudy DatePerson ResponsibleCharacteristicPotentialStudyLong TermCpCpkStudy DateCapableCompanyProcessCapability
198 Process Capability CAPABILITY Company Not Capable Machine Number Machine TypeRestudy DatePerson ResponsibleCharacteristicPotentialStudyLong TermCpCpkStudy DateNot CapableCompanyProcessCapability
199 Are WE Hitting the Target? Visual ManagementAre 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