1. Visual Management Kuliah Monozukuri Adam Arif Budiman, M.Kom
Teknik Informatika-UNSADA
Free Powerpoint Templates

2. review Apa yang dimaksud dengan kaizen Sebutkan spirit of kaizen
Mengapa memerlukan kaizen
Beda kaizen dan inovation

3. jawaban

4. Spirit of Kaizen Tanpa harus/banyak mengeluarkan biaya
Keterlibatan semua lapis manajemen
Mempunyai common sense/masuk akal
Selalu bergerak
Never ending improvement

5. Mengapa memerlukan kaizen
Menyelesaikan masalah
Mengurangi “sampah/waste”
Membangkitkan rasa memiliki dan meningkatkan pemberdayaan / empowerment
Support lean thinking

7. Visual management

8. Visual management (lanj)

9. Mengapa Visual management
We See
We know
We Act
We Achieve
together

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. Two Tools of Visual Management
Displays
To make staff aware of
related data and
information
– charts, graphs etc
Controls
To guide the action of
staff members – sign
boards, dos and
don’ts signs

13. Aplikasi Visual Management

15. TYPES
Product and process information
Area information, boundaries
Standard work instructions - Standard work charts, etc
Performance information - tracking against key metrics
Status of current issues and improvement activities
Schedules of maintenance, calibration or other support activities

16. Goes beyond simply tracking and reporting performance and any
Highlights deviations that occur from the planned outcomes.
Many forms of visual control exist in the Lean workplace

17. Basic types
Shadow boards
Indicators on various items e.g. gauges
Heijunka boards – showing the status of daily schedules
Design pull systems (Kanban)

18. Sort The First S Keep what is needed Eliminate what is not
Identify what is out of place
X - Tag

19. 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?

20. 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?

21. 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.

22. Store in a distant place Store in the facility Store in the area
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:

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

24. Stabilize The Second S
Operator

25. 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

26. Does this look well stabilized?

27. Outlines or Footprints
A little out of place

28. Shine
The Third S

29. 3rd S - Shine Cleaning is inspection Make cleaning everyday work
Assign responsibilities
color coded maps
rotate cleaning responsibilities
Utilize downtime & help others
Read slide

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

31. 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.

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

33. A well shined facility
Spain again

34. 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.

35. 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.

36. 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

37. 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

38. 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

39. Sustain The Fifth S

40. 5th S - Sustain Make it a habit Proper training and communication
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

41. 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.

42. Visual Ranges Make It Easier to Sustain

43. 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

44. 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:

45. 5S Checklist
Here is a 5S checklist that can be used to help you determine how your area is doing

46. 7 5S Checklist Audits performed for 5S’s
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.

47. 3 tipe visual manajemen

48. Visual Display
Label yang membuat sesuatu menjadi jelas, tepat dan sesuai prosedur
Label tidak secara umum diperuntukkan bagi yng bekerja di area tersebut, tetapi berlaku bagi area yang baru atau untuk yang memenag memerlukan area tersebut

49. Visual Display (lanj)

51. Visual Control
Bertujuan mengetahui lingkungan yang error dengan mudah untuk taat mengambil tindakan sesuai standar

53. Visual Metric

62. Terima kasih