1. Visual Management Quick Review
Module name: Visual Management latest author: Jay Watson
Delivery Time: 15 min.

2. What Comes to Mind When You See This?
Exercise –
Have the class work in their table groups to answer the following questions:
What is your first impression of this picture?
Can you tell what is going on in this picture?
3. Do you think this has any impact on this person’s productivity?
This is an Engineering Work Station.
Engineering requirements and documents come through this station.
It is very difficult if not impossible to know where a document is at any point in time.
Documents 3-4 months old were found in the piles.
No real time quality feedback to collect data and measure the process
No standard work - if the person operating this station is absent it would be very difficult to determine where to start.

3. Definition
Visual Management is the use of controls that will enable an individual to immediately recognize the standard and any deviation from it.
Self Explaining
Self Cleaning
Self Regulating
Self Improving
Explain what visual management is – reference the picture on the last page

4. Visual Management
Visual Management is used to ensure that:
There is nothing extra
The environment is immaculate, safe, and self-cleaning
Standards are easy to recognize and abnormal conditions are easier to correct
Performance and progress are readily apparent
Zero Defects is a reality!
Cover this slide
Key emphasis – the 5 Minute rule in the takeaway at the bottom
In a visually managed workplace anyone will know the who, what, where, when, why and how of an area within 5 minutes

5. Why Visual Management ? Increase Safety Enhance Quality
Reduce searching time
Increase job satisfaction
Eliminates many frustrations
Improve communication
Ask the team why they think we should have a visual management system – draw these ideas out – cover what they do not bring up in discussion
The Visual Business can help you in many ways:
Increase safety in your workplace by warning about safety hazards, communicating safety standards, and eliminating obstacles and unsafe conditions in the workplace.
Enhance Quality (reducing defects) by mistake-proofing.
Reduce the amount of time you spend searching for supplies, tools, equipment, people, or information.
Eliminate many frustrations, such as those caused by not having the supplies, equipment, or information you need where you need it and when you need it.
Improve communication between yourself and your coworkers by standardizing certain types of communication mechanisms (check- sheets, status boards, signs, and labels), by creating a common understanding about how operations should be performed, and by providing necessary information in a usable form at point of use.
Increase job satisfaction by producing all the results listed above, and revitalizing the workplace through worker participation.

6. Six Levels of Visual Management
Visual Control,
levels 3-6, prevent
defects and errors:
metrics/status board
error prevention boards
Andon lights 6.
Error-
Proof
(defect free)
5. Prevent defects
from moving on
in the process.
4. Warn of abnormalities
(built-in alarm).
Visual Displays,
levels 1 and 2,
share information:
signboards
demarcations
std instructions
Visual Control
3. Build standards into the workplace.
2. Share standards at the site.
Visual Display
1. Share information.
Go through this slide
A big part of stability is knowing what you have and knowing when there is a problem; Visual Control makes this possible.
You should begin 5-S before much else; if a layout change in in the works, you do not want to move things that are not needed.
That would be waste!
And, you would not want to create the proper place for everything and then accomplish the move/re-layout.
5S workplace organization:
Sort, Store, Systematic Cleaning, Standardize, Sustain
Workplace
organization
and
standardization.

7. How Do We Implement Visual Management?
Start with the foundation
5S (work place organization)
Build the second level
Visual Displays (communication)
Build the third level
Visual Controls (control the standard)
Refer back to the pyramid – ask how they think these elements should be implemented – start with the foundation first

8. The agreements will govern work group operations.
The 5S’s Are:
Seiri - (Sort)
Seiton - (Simplified Storage)
Seiso - (Shine)
Seketsu - (Standardize)
Shitsuke - (Sustain)
Ask the team if they know what 5S is, do they know what the 5 S’s are? Go through what each S is on a flip chart – more detail on each one later in the module
IMPORTANT NOTE:
There are several translations from the original Japanese 5S’s
No matter the translation, the intent is the same. The original words were not arbitrarily chosen. The English translations are less precise and don’t really matter all that much.
The SPIRIT of each S is very important.
The implication in these words is that you pass from one level to the next -- that you can’t be effective with a later S without achieving high levels of success at the lower level of S. You can demonstrate this on the 5-S table.
A Set Of Agreements Made By The Natural Work Team
Concerning Work Place Organization
The agreements will govern work group operations.

9. The Benefits Of 5S
5S provides a basis for being a world-class competitor and
the foundation for a disciplined approach to the workplace.
Safer working conditions
A cleaner and more organized work area.
Quality Improvement – a standard way to do things
Reduction in non-value added time.
Effective work practices and processes.
Include these points in the discussion from a 5S video
5S visually demonstrates that change is happening.
It’s quick, makes an immediate positive impact, and can be fun.
5S facilitates change towards a culture of continuous improvement.

10. Review: 5S Levels Of Achievement
Continuous
Improvement 4
Focus On
Reliability 3
Make It
Visual 2
Basics 1
Just
Beginning
Sorting
Simplifying
System Clean
Standardize
Sustaining
Cleanliness problem
areas are identified
and mess prevention
actions are in place.
Cleaning schedules
and responsibilities
are documented
and followed.
Initial cleaning is
done and mess
sources are known
and corrected.
Necessary and un-
necessary items are
identified; those not
needed are gone.
Needed and not
needed items are
mixed throughout
the area.
Items are randomly
placed throughout
the workplace.
Needed items are
safely stored and
organized according
to usage frequency.
outlined, dedicated
locations are labelled
in planned quantities.
Minimal needed
items arranged in
manner based on
retrieval frequency.
Needed items can
be retrieved in 30
seconds with
minimum steps.
Potential problems
are identified and
countermeasures
documented.
Work area cleaning,
inspection, and
supply restocking
done daily.
Visual controls and
indicators are set
and marked for
work area.
Key area items
are marked to check
and required level of
performance noted.
checked are not
identified and are
unmarked.
Proven methods for
area arrangement
and practices are
shared and used.
used in the area.
Agreements on
labelling, quantities,
and controls are
Work group has
documented area
arrangement and
controls.
Work area methods
are not always
followed and are
not documented.
Root causes are
eliminated and
improvement actions
include prevention.
Sources, frequency
of problems are
noted w/ root cause
& corrective action.
Work group is
routinely checking
area to maintain
5-S agreements.
Initial 5-S level
is established and
and is posted in
Work area checks
are randomly done
and there is no
5-S measurement.
Go through this slide with the class
The table, radar chart, and instructional pages for sort and storeare review from the baseline module. Cover these quickly; review the key points and focus more on the remaining material. None of the photos contained herein are duplicates; show and discuss each of these.
This is a simple, yet effective, map for evaluating and measuring improvement with 5-S implementation.
Look at level 5 for simplifying. “Everything can be retrieved within 30 seconds.” Think about what this means, and what would have to be done to get there. This is a quick way to identify ‘monuments’ within the process and the barriers to flow.
Before any re-layout is done on any project, sorting level 2 should be attained. No need to move unnecessary items, which will also clutter the new process.
Wait until the re-layout has been completed before simplification work and systematic cleaning plan. Create the process, then create a ‘place for everything’ (and for systemic cleaning, ‘everything in its place’).
Then by
Column
Implementation: First by Row

11. Easing access to necessary items by eliminating the unnecessary.
Sorting
Separate the necessary from the unnecessary.
Identify what is required to work a process or perform
a particular operation or task.
Remove unnecessary tools, equipment, files, binders, parts,
procedures, furniture, and other ‘stuff’ from the area.
Explain the first S
Ask the class for examples; you may get workplace and home examples.
Easing access to necessary items by eliminating the unnecessary.

12. A place for everything and everything in place.
Simplified Storage
Store It: Create a place for everything.
This S is sometimes called simplify or store…
Emphasis: be organized. Know what is needed, know what you have, and where it is.
Eliminate wasteful searching. This can eliminate a major source of frustration for people.
It has been found that up to 30% of a person’s job can be spent looking for the parts, tools, data, etc to do their work.
The steps of preparation and simplifying activities were covered in the 5-S portion of the baseline module.
SIMPLFY -
Organize materials according to frequency of use.
Implement visual aids to improve communication.
A place for everything and everything in place.

13. Shine (Systematic Cleaning)
Perform daily cleaning and inspection of area
and equipment to determine status and need
for corrective and preventive action.
Decide how to make multiple-shift decisions.
Plan how to coordinate and communicate with other areas.
Identify key points to check to ensure proper performance.
Determine acceptable performance.
Determine corresponding visual indicators and controls.
Mark equipment and controls.
Establish ‘who and when’ cleaning plan.
Conduct daily cleaning and inspections.
This implies that a plan is created and executed by the work area team.
Cleaning tasks (which restore the intended state) might need to be done on differing frequencies, depending on the specific need. For example, tools might be returned to their proper place every four hours, and the floor swept every hour (say, in a cutting process) or once a day.
Look carefully at the floor, aisles and around the machines.
How much oil, dirt, dust and metal shavings can you find?
Are any parts of the machine dirty with oil or metal fragments?
Are any air, electrical supply lines, or pipes oily, dirty or in need of repair?
Are oil outlets or ventilation grids clogged with dirt?
Are light bulbs, reflectors or shades dirty?
Ask for thoughts on Administrative examples.
The cooling vent on a PC is a common example.
A process developed and used by the team.

14. Determining, sharing, and using the best
Standardize
Determining, sharing, and using the best
processes and methods.
Document present work area agreement and routine checks.
Share the standard method across similar work areas.
Document new standard methods as improvements are made.
Review standardization activities, logistics, and support.
5-S should become daily habit.
Assign responsibilities to apply these procedures.
The “standard” for 5-S should be established and agreed upon by the people who work in the process.
Integrate 5-S activities into the regular work activities.
Ask the team: “Do you have standards, procedures, and assigned responsibilities for Sort, Storage, and Shine?”
Standardization serves to minimize variation and the effect of variation on quality and speed

15. Pride in improvement, accomplishments, and the desire to do more.
Sustain
Keeping the gains and building further progress.
Determine the 5S level of achievement.
Perform routine checks.
Analyze results of routine checks.
Measure progress and plan for continuous improvement.
Review the planned activities of sustaining.
Pride in improvement, accomplishments, and the desire to do more.

16. At a glance: “Do I have the tools and equipment to do my job?”
A Place For Everything
Shadowing all the tools so if something is missing everyone knows what tool it is…very visual!!
Ask the class what else is “lean” in this photo.
The tool cart is on wheels; it can easily be taken to the place of work and removed when it is not needed.
The place to return a tool is obvious - this saves time and encourages sustaining.
At a glance, one could tell if all of the needed items are available.
This factory example might be the best descriptor of this notion for implementation outside of the factory.
At a glance: “Do I have the tools and equipment to do my job?”

17. Organizing the work station supports standard work.
No Room For Chaos
Each work station here is identical with standard tool holders, colored bins, (blue is Vendor Managed Inventory, yellow is work in-process). Each station labeled the same way.
Organizing the work station supports standard work.

18. Six Levels Of The Visual Business
Visual Control,
levels 3-6, prevent
defects and errors:
metrics/status board
error prevention boards
Andon lights 6.
Error-
Proof
(defect free)
5. Prevent defects
from moving on
in the process.
4. Warn of abnormalities
(built-in alarm).
Visual Displays,
levels 1 and 2,
share information:
signboards
demarcations
std instructions
Visual Control
3. Build standards into the workplace.
2. Share standards at the site.
Visual Display
1. Share information.
A big part of stability is knowing what you have and knowing when there is a problem; Visual Control makes this possible.
You should begin 5-S before much else; if a layout change in in the works, you do not want to move things that are not needed.
That would be waste!
And, you would not want to create the proper place for everything and then accomplish the move/re-layout.
5S workplace organization:
Sort, Store, Systematic Cleaning, Standardize, Sustain
Workplace
organization
and
standardization.

19. Visual Displays Communicate
Visual displays share information and / or standards
Show how to do the job (standard, agreed-upon best practice).
Show how things are used.
Show where things are stored.
Show performance status.
Identify hazardous areas
Cover the specifics of visual displays and visual controls (next two slides) on a flip chart.
ie – lights / bells on a RR crossing
Visual Displays Communicate

20. Visual Controls Control
Visual Controls build standards into the workplace and warn,
stop or prevent abnormalities
Control inventory levels.
Indicate when people need help.
Mistake-proof the operation.
ie – crossing arms dropping on a RR crossing
Visual Controls Control

21. Types Of Visual Displays and Controls
Examples :
A: Passively shares information by indicating or telling.
B: Sends information by first catching attention.
C: Sends information and limits responses.
D: Ensures the right thing will happen.
stop
sign
alarm
clock
speed
bump
different-size
mail slots, etc
Run through examples –

22. Visual Management
Quick Review