Visual Management (Lean Manufacturing)

1. Visual Management

2. Visual Management
• Visual Management is a set of techniques for creating a
workplace embracing visual communication and control
throughout the work environment.
• The visual management philosophy is underpinned by the
view that ‘what gets measured & displayed gets done’
• It makes it easy to understand the processes which have
been put into place

3. Visual Management Goals
• Make everyone’s job easier
• Give all associates a high degree of ownership in
their work, and pride in their workplace
• Increase communication by making information
easier to understand
• Improve company overall success

4. VISUAL
FACTORY
SAFETY
PRODUCTIVITY
QUALITY
PRINCIPLES OF VISUAL MANAGEMENT

5. The Visual Management
In the visual workplace, anyone will easily know the:
who, what, when, where, why, and how of an area
within 5 minutes

6. The foundation of
continuous improvement

7. How do we create Visual
Management?
Workplace Organization

8. The Visual Workplace
• is safe.
• is clean and organized.
• is easily understood.
• is managed through involvement by
all.
• creates high quality products.
• communicates progress.

9. Workplace Organization
A Vital Link To Continuous Improvement

11. What is it?
• 5S is a workplace organization technique
• It is a way to involve associates in the ownership of their workspace
• It helps create and maintain the efficiency and effectiveness of a work
area

12. What’s it for?
• It is a way to create:
• Cleaner work areas
• More organization
• Safer working conditions
• Less wasted time
• Efficient work processes and practices
• More available space

13. Different types of workplaces
• There are basically three different types of workplaces:
1. Third Class : People throw trash around and no one cleans up.
2. Second Class: People throw trash around and someone else pick it
up.
3. First Class : No one throws trash around and everyone works to keep
things clean.

14. The 5S Principles
•SEIRI :Sort out
•SEITON :Straighten/Set in Order
•SEISO :Shining
•SEIKETSU :STANDARDIZE
•SHITSUKE :Sustain

15. 5s
Ford’s CANDO Toyota’s 5S Six Sigma DMAIC
C – Cleaning Up
A – Arranging
N – Neatness
D – Discipline
O – Ongoing Improvement
S –Sort
S – Straighten/Set in Order
S – Sweep
S – Standardize
S – Sustain
D – Define Phase
M – Measure Phase
A – Analyze Phase
I – Improve Phase
C – Control Phase

16. Eliminate waste
Sort
Set in
order
ShineSTANDARDIZE
SUSTAIN

17. 1-The First S - Sorting
Separating the Needed from the Not-Needed
• Decide what you need.
• Remove unnecessary clutter.
• All tools, gauges, materials, classified and then stored.
• Remove items which are broken, unusable or only occasionally used.

18. The First S - Sorting
• Red Tag Technique:
• GIVE STAFF RED LABELS
• ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE
• ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT QUANTITY
• NOT NEEDED >> RED TAG IT
• STORE IN THE RED TAG AREA
RED
TAG

19. The First S - Sorting
• Place the suspected items in the RED TAG AREA for one week.
• Allow the staff to re-evaluate the needed items.
• At the end of week those need items should be returned.

20. CE
N
G-
LE-
XX
X
(--
)
File completed Tag at ____________
5S---REDTAG
Ente
r #
in
box
Ente
r #
in
box
Ente
r #
in
box
Item Name
&/or Description:
Department: Value per Item:
Classification: 1. Raw Material
2. Work-in-Process
3. Component
4. Finished Product
5. Machine / Equipment
6. Mold / Jig
7. Tool / Fitting
8. Other______________
Reason: 1. Unnecessary
2. Defective
3. Leftover Material
4. Unknown
5. Other______________
Action: 1. Eliminate
2. Return
3. Move to Red Tag Storage
4. Other_______________
Completed:
Tag Attached:
Year_____ Month_____ Day____
Action Taken:
Year_____ Month_____ Day_____

21. The First S - Sorting
• Organisation:
Priority Frequency of use How to use
Low Less than once
per year
Once per year
Throw away
Store away from
the workplace
Average Once per month
Once per week
Store together but
offline
High Once Per Day Locate at the
workplace

22. The First S - Sorting
• Expected Results of Sorting :
• Elimination of wastes of resources, material, spaces, …etc.
• Reduce WIP inventory

23. 2-The Second S – Set in order
A place for everything and everything in its place, clean and ready to
use
Organise layout of tools and equipment
•Designated locations
•Use tapes and labels
•Ensure everything is available as it is needed
and at the “point of use”

24. The Second S – Set in order
Workplace Checkpoints:-
• Storage places clearly marked?
• Tools classified and stored by frequency of use?
(Low, Average and high)
• Pallets stacked correctly?
• Safety equipment easily accessible?
• Floors in good condition?

25. The Second S – Set in order
• Expected Results of Sorting :
• No more Searching.
• Reduce Setting up time
• Prevent : misplacing, Leaking oil, wasting energy or materials .. Etc.
• Improve:
• Space Utilization.
• Eliminate:
• Searching time
• Dangerous conditions

26. Does this look well
Straightened?

27. Outlines or Footprints
A little out of place

28. 3-The Third S – Shining
Cleaning for Inspection
• Identify and eliminate causes of dirt and grime – remove the
need to clean.
• Sweep, dust, polish and paint.
• Divide areas into zones.
• Define responsibilities for cleaning.
• Tools and equipment must be owned by an individual.
• Focus on removing the need to clean.

29. The Third S – Shining
• Expected Results of Sorting :
• Higher Quality work and products.
• More Comfortable and safer work environment.
• Greater visibility and retrieval time.
• Lower maintenance time.

30. Before and After

31. A well shined facility

32. A well shined facility

33. 4-The Fourth S - Standardizing
Developing Common Methods for Consistency
• Generate a maintenance system for the first three
• Develop procedures, schedules, practices
• Continue to assess the use and disposal of items
• Regularly audit using checklists and measures of housekeeping
• Real challenge is to keep it clean

34. A Place For Everything
Even rags, gloves, and trash

35. A Place For Everything
Every item has a place, is labeled, and color coded

36. 5- The Fifth S - Sustaining
Holding the Gains and Improving
• Determine 5S Level of Achievement
• Perform routine checks
• Analyze results of routine checks
• Measure progress and plan for continuous improvement

37. Visual Ranges Make It
Easier to Sustain

38. Visual Ranges Make It Easier to
Sustain

39. Sustain
Everyone needs to do their part to keep things where and
how they belong

40. CATEGORY ITEM Yes No OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing material?
Is outgoing material located in designated area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific location?
Are excess materials in their location?
Is there a place for everything?
Is everything in its place?
STABALIZE Is it easy to see what belongs where?
(Orderliness) Are things put away after use?
Are tools organized and located in specific place?
Are only red containers being used for scrap?
Is rejected material properly identified?
Is rejected material stored in a designated area?
Is process scrap located in separate containers?
Is defective material located in separate containers?
Are sort and stabilize complete?
Are work areas clean?
Are aisles clear?
Are tools clean?
Is any material found on the floor?
Is equipment clean?
SHINE Do machines show evidence of old oil leaks?
(Cleanliness) Is cell inventory correctly identified?
5S Checklist

41. 5S Supportive
Strategies
• Color coding
• Point of use
• Safety

42. Color coding things is a fast, easy way to separate different
items and to visually determine if something is misplaced

43. Examples

44. Examples

45. Color Coded Scrap Hoppers

46. Part Color Coding
Different color for each part number
Colors correspond to colors of:
work units
tooling
gages
fixtures
settings

47. Color Coded Dies

48. 2-Point of Use
• Tools
• Parts disposal
• Operating procedures
• Lock-out instructions
• Materials/Finished goods
• Information
Looking For Tools

49. Point of Use
(Shadow Board-Visual Control)

50. Point of Use
Not enough room to store at the point of use, so
make them mobile

51. Point of Use
Fixtures rotate so they take up less space and are kept
at the point of use

52. Point of use
Information

53. Safety: The 6th - S
Is of great concern when considering
workplace organization and the 5S’s

54. Safety the Sixths S

55. Safety
(Visual Control Signage)
Color coded guards and labeling

56. Sufficient Room to Exit the
Work Unit
One small exit for up to 9 operators
Exit

57. Safety
Well labeled, but what keeps people out of coils?

58. Safety
Color coded and visual
-easily accessible?

59. VISUAL MANAGEMENT INITIATIVES
1. Visual Control Boards.
2. Andon
3. Footprints
4. Signage
5. Obeya
4. Hansei

60. Visual Display
Information regarding
Q C D M S
• Q - Quality
C - Cost
D - Delivery
M - Material
S - Safety

61. What is Visual Control Board
1. A color-coded , physical visual control system used for monitoring of shop-floor activities and KPIs.
Use of Visual Control Board
1. Visual boards are used as activators and data communication centre.
2. The visual board area is used for shop-floor meetings.
3. A centre of periodical progress reviews and updates.
4. Used to drive the business processes from the boardroom to the shop floor.
Benefits of Visual Control
Board
1. It quickly gives visibility to the progress of each tasks for further action.
2. Identifies the resources and activities being undertaken.
VISUAL BOARD

62. This is an example of a pull board that could be used with internal operations, as shown, or even
with external customers.
Red zone indicates
the supplier is on the
verge of not satisfying
their customer. Very
low level of goods
maintained.
Yellow zone indicates
customer
requirements are
being met. Low level
of finished goods
maintained.
Green zone indicates
the customer’s needs
are being fulfilled.
Supplier is building
more than the
customer is requiring
and it may be time to
stop production until
demand is more in
line with supply.
The cards hanging on
the hooks in the
colored zones reflect
the part number
identified in the
section, a given
quantity of material in
one container. When a
card is on the hook it
indicates an empty
container.
Other pertinent information
(e.g.. Quality performance)
would be contained in the
information section.
VISUAL BOARD

63. 1. Andon (Japanese for lantern) is a tool for visual
management and refers to a system of signals used to
indicate the operational status (at a glance) of a machine
or work center.
2. It can be used manually or automatically.
3. It also one of the principle elements of the Jidoka
quality-control method.
What is Andon?
ANDON

64. Use of Andon
1. Alerts management and other workers to quality or
process problem.
2. Gives the worker the ability to stop production when a
defect is found, and immediately call for assistance.
3. Indicates where the alert was generated, and may also
provide a description of the trouble whether shortage of material or
maintenance call or supervisor call.
.
ANDON

65. Defect created or found
Part shortage
Equipment/Tool malfunction
A safety problem exists
Common reasons
for manual
activation of the
Andon
ANDON

66. Types of Andon
Coded signal lightsText Graphics
Visual Andon
Green - no problems
Yellow - situation requires
attention, production flow at risk
Red - PRODUCTION STOPPAGE:
IMMEDIATE ASSISTANCE
REQUIRED
1
 Display production data in
real time.
 Calculate shift efficiencies
and production targets.
 Ideal for STOP /
WAIT / GO signaling
in busy factories
 Boost health and
safety.
Coded
Tones
Coded
Tunes
Prerecorded
Messages
Buzzers /
Alarms
Audio Andon2
ANDON

67. 1. Markings on the floor or work area outlining specifically where items should be placed.
Benefit
1. To ease employees during storage or retrieval.
2. It avoids employees wasting time looking for things or pondering their next move.
3. The workplace becomes clean and better organized.
4. Operation on the shop floor and office become easier and safer
5. Visible location of parts or equipment for easy traceability and save time of searching
What is Footprint
 .
FOOTPRINT

68. a) Mark from the floor up to workbenches etc
b) Start with plastic tape to test out, then move to paint
1. A footprint is an outline of the items required at work areas indicating where the items
should be placed.
c) Use colours to code footprints as shown in the following example, as a guideline :
Light Blue - Raw parts/material
Black - Finished good/parts
Red - Non-conforming/KIV parts/material
White - Other than parts/material
Yellow – Border of work area
2. Rules about footprints or floor borders
FOOTPRINT
CREATING FOOTPRINT

69. Yellow for work area border
SOZAI
LINE
KANSEI
NG VISUAL BOARDQC CORNER5S CORNER
Light blue for raw material Black for finished part
Red for non-conforming part
White for equipment
TOOL CABINET
FOOTPRINT

70. Floor Labeling Example

71. Signage is any kind of graphics created to display information.
SIGNAGE
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

72. Signs Example
Designated Location

73. Components Kanban: What, Where, and How many
Signage Example

74. Designated Location Example
Egg Carton Display

75. Signage Example
Information Boards

76. Signs Example

77. The best visual displays are easy
to understand
Symbols
• are easily understood
• give immediate status
• engage viewer’s attention

78. Symbols make status visible and
easy to understand

79. What do these symbols tell us?
P1 Device
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
Potential
Study
LongTerm
Study
Cp Cpk Study Date
Capable

80. To add impact
to visual displays,
relate items to
a cost.

81. Product display for waste
awareness

82. Signage Examples
Lighted displays capture attention

83. Signage
Safety First ! Always.
• Make safety records visible
• Perform regular safety audits
• Display lost time injuries /
accidents
• Keep track of
where, when, why, and how
accidents occur

84. Obeya
• Japanese for "large room" or "war room" - refers to a form of
project management used in Asian companies
(including Toyota).

86. Obeya
Team decision-making tools

87. Visual Display & Visual
Measurement

88. How to implement
Visual Display
1. Identify subject to focus on
2. Identify problems or success associated with the subject
3. Identify the audience for visual display
4. Choose the best location for the display
5. Develop and test the display
6. Improve, finalize, and implement the display

89. Review:
Does your visual display offer
these benefits?
• Communicate information about performance
• Make standards visible
• Makes problems recognizable
• Make work safer and easier
• Recognize an achievement
• Creates a shared knowledge base

90. The BOS Chart
The BOS (Business Operating System
chart) Chart can wear
many hats:
• Visual display
• Problem solving tool
• Progress indicator
• Assign responsibilities
Visual Measurement

91. 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 Measurable
Data Analysis
Improvement
Activities
Improvement
Tracking

92. 25 50
10075
TREND LINE SUGGESTIONS
DATE:_______________
25 50
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25 50
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25 50
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25 50
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25 50
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25 50
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25 50
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Ref # Suggestions Resp
Comp
Date %Comp
Ref # Description
IMPROVEMENT TRACKINGANALYSIS (PARETO)
BOS Key MeasurableLINE:________________

93. Step 1
Involve users in the measurement
Team members collect data; track numbers:
• Total product produced
• per hour, per shift, per day, per week, etc.
• Average time to produce one unit
• PPM - number of defects
• Scrap - percentage of total produced
• Changeover time
• Downtime / Uptime

94. Step 2
Team determines what to BOS Chart
• Something needing
improvement
• Team has control
• Important to customer
• Important to our company

95. Step 3
Team members update BOS
• Use team meeting to study data
• Team plans improvement
activities
• Everyone participates
• Computers not required

96. Step 4
Make BOS results visible at the Work Unit

97. 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 ?

98. 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?

99. VISUAL DISPLAY & MEASURES AUDIT
1. For each item listed fill in an observation to indicated whether or not the work group is currently working on this.
2. If there are any changes desired please indicate those in the “Desired Changes” column.
3. In the column labeled “Priority” indicate if the change can be implemented in:
1) 36 Hours
2) 5 Days
3) 2 Weeks
4. Fill in any additional items that are observed in the work area and fill in all categories.
ITEM OBSERVATION DESIRED CHANGES PRIORITY
Changeover Clock Dedicated Line-clock is not
needed
Redistribute the clock to a needy cell 1
P.I. Indicator
Production Counters
Changeover Graph
Bottleneck Operation

100. The Visual Management Check
List and Implementation

101. THE VISUAL FACTORY CHECKLIST
ATEGORY ITEM YES NO
Changeover tools are within reach
Tooling is well organized
Machines and equipment are clean and painted
Unnecessary items are cleared
Workplace organization and orderliness
5S Aisles are well marked and clear
There is a place for everything and everything in its place
Housekeeping responsibilities are assigned
Disciplined approach to clean work area
All bins are labeled and no parts are on the floor
All personal items are stored in lockers
Method to identify hold and reject parts
Supplier defects are segregated
Business Unit/department display visible
Cell displays conform to the unit/department standards
Using standard changeover clock
Part counter displayed
Downtime clock in use
Red box scrap method in use
Work instructions displayed at the point of use
Min/Max Limbo bars for inventory
Current part number and next part number displayed
Kanban system in use
Kanban system for MRO
Kanban system for Tooling
First piece displayed
Boundary Sample board
VISUAL Customer/Supplier information displayed
DISPLAY Bottleneck machines are identified
Bottleneck cycle time is on the balance board
Changeover signal to synchronize cell
Changeover stock staging area for fast changeover
Error proofing devices are on the PM check
ATPM boards using tags and action status in each cell
Cumulative downtime clock displayed in each cell
Proper lighting and air handling
Cell number, customer and product posted at each cell
Employee information board is in a standard format
Key measures are trended and up to date
Team project display with before/after/future pictures
Defects are displayed with arrows and action plans
Safety rules are posted and followed
Color coding and symbols are used for quick identification

102. THE VISUAL FACTORY
IMPLEMENTATION PLAN
Implementation Objectives:
1. Begin immediately and involve all cell members.
2. Capture before condition.
3. Identify areas of greatest opportunity.
Activities Week 1: Responsible:
Activities Week 2: Responsible:
Activities Week 3: Responsible:
Activities Week 4: Responsible:
Key Support People:

103. End of Visual Management