Visual management is a process that makes standards and actual conditions quickly visible in the workplace. It enables managers and employees to monitor production progress and see any interruptions. Various visual tools like status boards, lights, and clocks are used to clearly display the current condition of equipment, processes, inventory and whether they meet targets. Updating these boards frequently helps identify and address issues in real-time.
4. 4Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Visual Management
Definition: A process in which standards and actual conditions become quickly
visible in the workplace and are acted upon in a timely manner
Purpose: Visual Management enables Managers and employees to monitor
progress of production and immediately see any interruption to production flow.
To allow them to quickly assess the situation (normal/abnormal) and to take
immediate corrective action to return to normal (standard) conditions
To delegate decision making process to the lowest level of operation
To eliminate dependency on few “decision makers”
Visual Management is how the Workplace, Team, Department talks to you and how
quickly you can determine what is going on without asking too many questions
5. 5Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Visual Management
Is this situation normal or abnormal? Is this good or bad?
Do I need to take action?
Any abnormality is identified immediately
process/operation – are all procedures being followed?
equipment/machinery – are they producing good parts?
expected levels of performance
availability of materials, inventory
Purpose - to delegate the decision making process
to the lowest level of the organization
implement audio-visual controls
eliminate dependency on a few “decision makers”
6. 6Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Visual Management
Visual Controls
equipment and/or material status identification
“automotive dashboard”
any abnormality identified immediately
ability to see a problem at a glance
problems are made a lot more visible in a clean and well organized workplace.
being able to see a problem is a first step towards solving a problem
Ability to determine at any time a status of
process / operation
equipment / machinery
expected levels of performance / inventory
7. 7Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Shop Floor Visual Management
Information Boards & Centers
Hourly Tracking Boards
Attendance Boards / Manpower Planning Boards
Detailed Project Plans with clear mile stones – Project Boards
Action plans in a Business Plan document
Pareto Charts
Top 5 or 10 analysis
Business Planning Walls
Problem Solving Displays
Project Status Reports
Employee communication board
Process abnormality display
8. 8Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Visual Management
Are they following Visual Management tools?
Monthly Quality Performance trends
PPI Performance monthly for the year
Top 10 analysis
Pareto charts
Hourly production tracking boards
Escalation signals & procedures
What is the difference between them?
Which ones will help you solve the problem now while you can still positively
impact the data above?
The trend data should be a gauge of how well your daily management is performing
15. 15Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Visual Tools:
are the visual indicators that communicate and support the workplace management
process.
make the current condition and target or goal clearly identifiable.
are easy to understand – “Status at a Glance”.
are created & maintained to allow “out of standard” conditions to be immediately &
easily recognized
Visual Management:
is the use of various visual tools and controls to help run the business, while the
results are not in their final tally, and you can still impact the outcome.
Shop Floor Visual Management
19. 19Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Equipment Status Lights:
To communicate the status of equipment or a production line
To make the current condition clearly visible and identifiable
Call for Help:
Visual indicators that communicate a need for help
or equipment stop or breakdown
24. 24Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Down Time Clocks:
A Down Time Clock is used to measure total duration of machine stops –
regardless of the reasons or causes
In it’s simplest form it is an analog clock connected to the “logic” of a
machine or an automated process
At the start of the shift the clock is reset to 12:00
When machine is operating – the clock is not running. When the machine
stops – the clock starts to run.
26. 26Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Production Status Boards
Production Status Boards are located on the manufacturing floor to provide instant
information regarding status of the Operation
Production Status Boards should be used by Managers and Supervisors to
frequently review:
daily production results
operational availability
daily issues and concerns
problem solving activities
Minimize response time to identify and to solve problems
Involve and focus support teams on priority actions
Share information with all the people involved, at the same time, within a
minimum lead time
34. 34Marek.Piatkowski@Rogers.com
Visual
Management
Introduction
Thinkingwin, Win, WIN
Changing the World. One Kaizen at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://www.twi-network.com
Thinkingwin, Win, WIN