2. • Introduction
• Behind the Surface Wastes
• What is LDVMS?
• The Structure of LDVMS
• Five Primary Components of LDVMS
• Work Group Driver Measure Boards
• Driver Measure Boards – Example
• Special Goals Visual Focus Chart
• Micro Processes
• Success in LDVMS
• Benefits
• Summary
• Foundations of Project Success
Agenda
3. An approach that creates and sustains high-performance processes through:
• Continually decreasing waste, cost and cycle time
• Continually increasing capacity potential
• Continually increasing quality
• Low absenteeism
• Extensive measurement of key processes in real-time with rapid response
from employees
• High levels of worker involvement, ownership and commitment
Introduction
Lean Daily Visual Management System (LDVMS) creates lean conditions and
lean results Fast.
4. Behind the Surface Wastes
PEOPLE
Over
Processing
Excess
Motion
Defects
Fixing
Over
Production
Making too much
Transportation
and Handling
Moving Things
Excess
Inventory
Waiting
Process
Stability &
Process
Adherence
TYPES
OF
SURFACE
WASTE
5. Lean Daily Visual Management is one of the fundamental components of a Lean
Business supporting the initiative of simplification
What is LDVMS?
• It is an important tool because:
• It allows personnel in the office spaces to play an active role in the
improvement of their processes
• It drives alignment of longer-term goals with day-to-day activities
• It lifts all processes and tasks at our business up the performance
ladder a bit at a time every day
• It encourages and teaches a Continuous Improvement / Simplification
approach in all that we do
• It promotes employee involvement in Continuous Improvement /
Simplification, leading to higher levels of commitment
6. The Structure for LDVMS
Structure
Structure
Mentoring
Metric
Lean
Daily Visual Management System
Tools Technology
Teamwork
SLM2T3 = “SLIM-IT”
8. LDVMS Standard Work
1. A daily intact work
group shift start-up
meeting
2. An intact work
group Driver
Measure Board
3. A Kaizen Action Sheet
improvement system
4. Short interval
coaching on
detailed micro-
process metrics
(tracked on a daily
and weekly basis)
5. 20 Keys assessment
and improvement
plan
Five Primary Components of LDVMS
9. Work Group Driver Measure Boards
• Located in each intact work group area
• Display, at a minimum: safety, availability, skills versatility, output versus
plan (daily and cumulative month-to-date), daily and weekly metric tracking
on focus metrics, 20 Keys plans and status, quality performance and
issues, kaizen action sheets, and a Continuous Improvement To-Do List
• Maintained by supervisor/leads and volunteers from the work group
• Kaizen Action Sheets and “To-Do” issues can be added by anyone
• Serves as the focal point for shift start-up (SSU) meetings
Key Point: Driver Measure Boards are NOT “Bulletin Boards”
11. FINAL ASSEMBLY CELL 2
RESOLVED
1. A-1 Co. 18%
2. B-2, Inc. 12%
3. BFG, Ltd. 9%
4. Bob, Inc. 8%
5. Carol Co. 8%
6. Ted, Inc. 7%
7. Alice, Ltd. 6%
SUBMITTED WORKING
KAIZEN ACTION SHEETS
DATEEmployee
Name 3/5 3/6 3/7 3/8 3/9 3/10 3/11 3/12 3/13 3/14
Ahmjad
Bob
Carmen
Han
Sally
Tyrone
Present Excused Absence/
Late
Unexcused Absence
V V PD
PD
VPD V
PD = Personal Day
V = Planned Vacation
BLANKS
AVAILABILITY
UNITS AGAINST PLANDEFECTS PER DAY
1 2 3 4 5 6 7 8 9 10 11 12
Make list of cleaning supplies Bob, Sally
Submit P.O. for supplies Rashid, Jamail
Construct shadow boards Abdullah, Paco
Develop check list Brunhilda, Mikhail
Develop procedures Bob, Jamail
Develop RACI chart Paco, Rashid
Implement new system All
EARN POINT(S)!!!! All
WEEK
ACTIVITY PERSON
RESPONSIBLE
ACTIVE 20 KEYS ACTION PLAN
CELL METRICS
PLANT
METRICS
TOP CUSTOMERS
Date: Page of
Manager Or Team Leader Area Or Process Name Person Doing This Sheet
Problem Description: Actions Taken/To Be Taken: Results/Expected Results:
Before Kaizen (draw picture): After Kaizen (draw picture):
Outputs Measured/To Be Measured To Determine Impact Of Changes:
KAIZEN ACTION SHEET
John Bigboote’ John YayaPaper CB Fab
6/25/98
Too much walking Change layout Eliminate most walking
waste, reduction of
cycle time and
improved efficiency
1 2
35
4 6
7 8
Kaizen Target Sheet Metrics
12
3
5
31 1
46
1
7
1
11
8
1
Parts Crib
Shipping Dock Transport
Restocking
KAIZEN “TO DO” LIST
Bob Johnson WPC 407 Line
1 Overall Layout Install U-shaped
layout
2 Hard to grasp
bases frombin
Install gravity
feed bin
3 Center fixture
4 Hard to grasp
parts frombin
Install gravity feed
bin & change location
Tool arrangement
locating/reaching
Rearrange to eliminate
repetitive motions
6
Reaching to stack
cartons
Install workplace
organization
Off center
fixture
5
7
Item
# Problem Corrective Action
Manager Or Team Leader Area Or Process Name
5/8/13
Bill Lareau
J. Monta 5/9
L. Nell 5/9
B. Johnson 5/9
L. Tolstoi 5/9
5/9
5/9
5/9
L. Nell
B. Johnson
J. Monta
Date: Page of
Person
Responsible
Date
Due
Percent
Complete
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
25
50
100
75
Person Doing This Sheet
Date: Page of
Manager Or Team Leader Area Or Process Name Person Doing This Sheet
Problem Description: Actions Taken/To Be Taken: Results/Expected Results:
Before Kaizen (draw picture): After Kaizen (draw picture):
Outputs Measured/To Be Measured To Determine Impact Of Changes:
KAIZEN ACTION SHEET
Special Goals Visual Focus ChartMonth:
Supervisor/
team LeaderArea/team: Shift:
SPECIFIC GOAL
TARGETS/OBJECTIVES
Goals A-E Tracked Daily
DAILY VISUAL TRACKING
MAIN PROBLEMS
(Hurting Green Achievement)
20
1
4
8
12
16 24
28
A.
B
D
E
C
21
22
23
25
26
27
29
30
31
17
19
18
15
2
35
14
13
11
10
9
7
6
31
26
30
29
24
28
27
25
23
22
21
2019
17
15
18
16
14
13
12
1110
8
9
7
6
5
12
43
A.
A._____________________
B._____________________
C._____________________
D._____________________
E._____________________
F._____________________
Week
G._____________________
Week 1 2 3 4 5
1 2 3 4 5
Green Goal completely achieved
Goal partially achieved
Goal missed by a lot
Goals F and G Tracked Weekly
Yellow
Red
Legend
Definitions and examples or performance levels
A.______________________
B.______________________
C.______________________
D.______________________
E.______________________
F.______________________
G._____________________
E
C
B
D
E
C
B
D
E
C
B
D
B
D
E
C
No accidents
RB-47 zero defects
Scrap less than $50 per day
No packing material on floor
Attendance 100%
Unsafe behavior audit < 8
Less than 10% downtown
A
None
>0
incident
>1
incident
B
Zero
<3
>3
C
<$50
<$55
>$55
D
<5 pcs
>5pc.
>10 pcs.
E
100%
>0 late
>0
absent
Too many people not
wearing eye protection and
few people reminding each
other; REMIND EACH
OTHER!!!!
Jams on C41 line not
being clearly quickly;
also need maintenance
to seek long-term
solution
Not caring about
co-workers?
Carelessness, lack of house-
keeping discipline; REMIND
EACH OTHER!!!!
Not monitoring quality
closely enough to catch
first defects
Violation of safe practice;
not reminding each other;
carelessness
Maintaining process
controls
2/000 Final 3 John Bigboote’ 1
F
<8
<10
>10
G
<10%
<15%
>15%
Special Goals Visual Focus Chart
Cumulative Daily RB-47 Output
0
100
200
300
400
500
600
700
800
1
3
5
7
9
11
13
15
17
19
21
23
25
27
29
Day
Output
Target
0
2
4
6
8
10
12
14
1
4
7
10
13
16
19
22
25
28
31
DAYS
DEFECTSPERDAY
TARGET
Date: Page of
Space (sq. ft.)
Work In Process (WIP)
Total Walking Distance (ft.)
Total Parts Travel Distance (ft.)
Lead Time Of Selected Pc. (sec.)
Total Manual Time Per Pc. (sec.)
Crew Size
Shadow Work Required (sec.)
Output Per Person Per Minute
Efficiency [Manual Time/(Total
Time X 100)]
Changeover Time (sec.)
Performance
Parameter
Remarks/Notes:
Starting
Value
Target
1st
Effort
2nd
Effort
3rd
Effort
4th
Effort
Change
(units)
Change
(%)
Department
Or Area
Process
Name
Required
Production
Total Time
Available (sec)
Takt
Time (sec)
* *
* Compared To Starting Value
Output Cadence (sec.)
KAIZEN TARGET SHEET
Final Assembly Cell 2
RB-12 1225/day
27,000 22
02/14/00 1 1
224 100 197 188 -36 -16%
722 50 610 227 -495 -69%
110 55 77 63 -47 -43%
118 65 88 77 -41 -35%
10,920 600 8,322 3,821 -7,099 -65%
621 400 553 523 -98 -16%
37.2 22 35.2 26.4 -11.8 -32%
12.1 5.0 15.2 13.6 +1.5 +12%
3.2 2.0 1.3 -1.9 -59%
54.2% 90% 57% 65% +10.8 +20%
12% 100% 21% 23% +11 +93%
$820 <$50 $802 $783 -$37 -5%
$63.11 <$50 $61.11$60.05 -$3.06 -5%
Scrap per day
All Cell Costs/Unit
11/20/99 1/7/0011/1/99
Percent P.M. Completed
1. Sales (000) 3,345
2. Sales to plan (%) 102
3. Cost of Labor Hour $34.12
4. Inventory Turns year 45.1
4. % shipped on time 98.8
5. Cycle time (min) 453.4
6. Machine up time (%) 69.2
7. % Customer retention 85.2
8. Stock price 33
KAIZEN ACTION SHEET Date: Page 1 of 1
Manager Or Team Leader Area Or Process Name Person Doing This Sheet
Problem Description: Actions Taken/To Be Taken:Results/Expected Results:
Before Kaizen (draw picture): After Kaizen (draw picture):
Outputs Measured/To Be Measured To Determine Impact Of Changes:
John Yaya Cell 2 John Smallberries
02/05/00
Too much time
grasping base
parts from parts
bin. Bin is
located in hard to
reach spot
Install gravity
feed bin for the
bases
Save at least 1.0
seconds per
assembly
Springs
Bases
(hard
to reach
and
untangle)
Springs
Bases
(easy to
reach and
grasp)
Standard work combination sheet time study
Team Member
Larry
Bob
Moe
Sally
M
etrics
M
nt.
RB-1
O
p.
%
SSU
M
tg.
Teach
RB-3
1-poin
ts
RB-1
PM
.
RB-3
SM
ED
RB-1
SM
ED
96
13
42
56
Task Flexibility
Task Coverage
100
9/9
50 42
2/9
56
3/9
37
4/9
80
2/9
86
6/91/9
62
.... ..
Process Or Task
.. .... .. .. .... .. .. ....
..
..
..
..
..
..
..
..
..
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
STRAIGHTEN SORT AND
ORGANIZE
SANITIZE STANDARDIZE
OUTSTANDING!!!!
Best I’ve
seen
in
m
onths!
Paper on floor
Grease on floor
NC-3 dirty
NEEDS IMPROVEMENT FAST
SWCS not up to date
Action sheets not
current
2 tools out of place on
shadow board’
otherwise, VERY
GOOD!!!
1 Loose connectors (board A-2) 5
2 Cracks in RB-43 solder joint 4
3. Scratch on faceplate 2
4. Washer missing on A-2 1
5. Missing screw (back of case) 1
QUALITY ISSUES YESTERDAY
SUCCESSIVE CHECKS IN OPERATION
Rashid Check flange on B-34 Ends 3/15
Sally Watch for missing 0-ring Ends 3/16
Carmen Check torque on A24 Ends 3/16
SAFETY AUDITS
0
5
10
15
20
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
TARGET
Cleaning
Organizing
TeamActivities
Metrics
ProcessControls
ContinuousProcessImprovement
RolesAndResponsibilities
WorkLeveling
WorkStandards
VisualSystems
TimeControl&Commitment
Pre-ShiftMeetings
Safety
EmpoweringWorkers
SkillVersatility
ProductionScheduling
EquipmentMaintenance
QualityAssuranceApproach
ManagementOfObjectives
QuickChangeoverTechnology
5
4
3
2
1
PerformanceLevel
W O R L D - C L A S
C U R EN T LY I N V I N C I B L E
L E A R N I N G
L E A D I N G
PerformanceLevel
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
5
4
3
2
1
KCG 20 Keys Of Lean Manufacturing
GoalStart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Attained
Over-achieved Missed One
SKILL VERSATILITY
Driver Measure Boards – Example –
Cont’d
13. Factory
Office
Boards are the center of the daily shift start-
up meetings shop and offices
Driver Measure Boards – Example –
Cont’d
14. Month:
Supervisor/
team LeaderArea/team: Shift:
SPECIFIC GOAL
TARGETS/OBJECTIVES
Goals A-E Tracked Daily DAILY VISUAL TRACKING
MAIN PROBLEMS
(Hurting Green Achievement)
20
1
4
8
12
16 24
28
21
22
23
25
26
27
29
30
31
17
1918
15
2
35
14
13
11
10
9
7
6
12
43
A._____________________
B._____________________
C._____________________
D._____________________
E._____________________
F._____________________
Week
G._____________________
Week 1 2 3 4 5
1 2 3 4 5
Green Goal completely achieved
Goal partially achieved
Goal missed by a lot
Goals F and G Tracked Weekly
Yellow
Red
Legend
Definitions and examples or performance levels
A.______________________
B.______________________
C.______________________
D.______________________
E.______________________
F.______________________
G._____________________
No accidents
RB-47 zero defects
Scrap less than $50 per day
No packing material on floor
Availability 100%
Unsafe behavior audit < 8
Less than 10% downtown
A
None
>0
incident
>1
incident
B
Zero
<3
>3
C
<$50
<$55
>$55
D
<5 pcs
>5pc.
>10 pcs.
E
100%
>0 late
>0
absent
Too many people not
wearing eye protection and
few people reminding each
other; REMIND EACH
OTHER!!!!
Jams on C41 line not
being clearly quickly;
also need maintenance
to seek long-term
solution
Not caring about
co-workers?
Carelessness, lack of house-
keeping discipline; REMIND
EACH OTHER!!!!
Not monitoring quality
closely enough to catch
first defects
Violation of safe practice;
not reminding each other;
carelessness
Maintaining process
controls
2/000 Final 3 John Bigboote’ 1
F
<8
<10
>10
G
<10%
<15%
>15%
Special Goals Visual Focus Chart
15. • Mega-Processes
• Strategy, Executives, Markets, Long-term Planning
• Macro-Processes
• Tactics, Managers, Products, Functions, Medium-Term Planning
• Micro-Processes
• Doing the “work”, Supervisors / workers, processes, cells, daily to
weekly planning
• This level is “where the action is”
• This level is where Lean lives and operates
• This is what your customers see
• This level is where 98% of your spending occurs
Micro Processes
Goal: Reduce, Eliminate, Combine,
Minimize,
Standardize, Productionize.
16. Success in LDVMS rest on –
Micro-Process Excellence
MICRO
MACRO
MEGA
MICRO
100
90
80
70
60
50
40
30
20
10
0
THE ANNUAL LEAN DIFFERENCE
?
LEANTRADITIONAL
PERFORMANCE
17. Tangible
• Key to improving the “micro” processes
• Key to expediting the sharing of information
• Key to forming a disciplined approach that mandates / drives small
continuous improvements
• The primary key to building a “team” feeling
• Smaller groups focus more on objective facts and the task at hand
Intangible
• Improved communication within entire team
• Promotes teamwork
• Increases organizational ownership
Benefits
18. • LDVMS is an important continuous improvement tool
• LDVMS fosters employee involvement
• Every employee is involved
• Every employee has the opportunity to contribute ideas
• LDVMS is a powerful communication forum
• LDVMS helps develop lean leaders
• LDVMS works….let’s make it work at your organization!
Summary
Future State: To
incorporate LDVMS in all
project scopes of work.
19. Foundations of Project Success
Scope and Requirements
Schedule
Project Success
Quality
Cost
Integrity and Safety
