Zeeshan Syed

Visual Management

Visual
Management QUICK
SET-UP

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Visual Management

Visual Management

Module 1

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Visual Management

Visual Management Charter

Visual Management is promout as a workplace where

all associates understand and manage their own work
in a safe, clean, organized environment that fosters
open communication, pride, and continuous
improvement

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Visual Management

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

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Visual Management

Workshop Objectives

• Understand the 4 Phases leading up to Visual Management

of the Workplace
• Apply the concepts and techniques for each phase through
team exercises on the floor
• Understand how to use Visual Management and the
benefits it offers

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Desired Outcome

• Create a sense of “Who we are” and “What we do”

• Employ company standards to make key processes
universally understood
• Make work decisions based on what we see
• Communicate all ways
• Make customer satisfaction visible

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Brainstorming Exercise

Let’s think about things

as they are today. ..

Do we work in a visual
workplace ?

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What is our current situation ?

How would you describe

Safety
your current workplace
situation?
Consider:
• Personal Safety WPO Process
• Physical environment
• The processes
• Information access
People Data Machines

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Visual Workplace Vision

Describe your
vision of what
the ideal
workplace is like

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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
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VISION
• The work environment should be
immaculate, safe and self-cleaning
• Standards are easy to recognise and
abnormal conditions are quickly identified,
enabling speedy analysis & resolution.
• Performance and progress are readily
apparent to employees.
• Plans are in place to significantly reduce or
remove waste and defects in the process.

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Two Tools of Visual Management

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

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Visual Management

• Using visual mechanisms to

communicate information
• Visual display builds on the fourth ‘S’
(standardise)
• Show how to do the job (standard,
agreed-upon best practice).
• Show how things are used.
• Show performance status.
• Identify hazardous areas

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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
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Visual Management

• 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

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Basic types

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

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Visual Management

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BENEFITS
• Leads to information sharing.
• Facilitates worker autonomy.
• Supports elimination of waste.
• Fosters continuous improvement.
• Exposes abnormalities.
• Enables quick response & recovery.
• Promotes prevention.
• Maintains the gains.

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3 BASIC STEPS REQUIRED

• There are three basic steps:

1) Organise the workplace using 6S
2) Ensure that all required work
standards, instruction and related
information are clearly displayed in
workplace
3) Control workplace processes by
exposing and stopping errors and by
preventing future occurrences
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The Visual Workplace ...

• is safe
• is clean and organized
• is easily understood
• is managed through involvement by all
• creates high quality products
• communicates progress
• generates pride

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The Visual Management

Assessment Test

In the visual workplace, anyone will easily know the:

who, what, when, where, why, and how of an area

within 5 minutes

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Visual Management

The 4 Phases to Visual Management

Visual
Management

Visual Measures

Visual Display

Workplace Organization
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Workplace Standards

• Definition

Objects or practices considered to be the example or

model. Standards should be established by general
team consensus.

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Why use standards ?

Workplace standards offer

these benefits: ALTO
• Universally understood
• Assure quality and consistency
• Eliminate variation
• Make abnormalities apparent

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How many of these standards are

standard in your plant ?

STANDARD
CHANGEOVER
CLOCK

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Visual Management

How many of these standards are

standard in your plant ?

RED BOX SCRAP

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Visual Management

How many of these standards are

standard in your plant ?

TPM

BOARD

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Visual Management

How many of these standards are

standard in your plant ?

DOWNTIME / PRODUCTION DISPLAY

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Visual Management

How many of these standards are

standard in your plant ?

B O S CHART 29
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Visual Management

Module 2

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Visual Management

How do we create Visual Management?

One phase at a time...

The 1st Phase is Workplace Organization

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Workplace Organization

A Vital Link To Continuous Improvement

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5S’S

SSS • Sort
• Stabilize

SS
• Shine
• Standardize
• Sustain

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Sort
The First S

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Visual Management

First S - Sort

• Keep what is needed

• Eliminate what is not

• Identify what is out of place

• X - Tag

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Visual Management

Dark Corners and Healing Walls

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Sort
Here Is A Good Example

How can it be improved?

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X-Tag
• Select a X-Tag leader
• Identify what is not needed
• Attach X-Tag
• Move to holding area X-Tag
• Determine time to hold
• Move to facility holding area
• Tag all Safety problems

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X-Tag Rule of Thumb

How often is it used? What to do with it.

• Never used • Give, sell, or throw away

• Once or twice a year • Store in a distant place

• Once a month
• Store in the facility
• Once a week
• Store in the area
• Once a day or more
• Keep at the workplace or carry
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X-Tag

Name:

Date: Removal Date

Location:

Reason for X-Tag:

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Stabilize
The Second S

Operator

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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

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Does this look well stabilized?

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Outlines or Footprints

A little out of place

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Visual Management

The Third S

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

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Is This Your Locker Room?

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Before and After

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Visual Management

A well shined facility

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A well shined facility

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Standardize
The Fourth S

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4th S - Standardize

• X-Tag procedures

• Holding areas

• Cleaning procedures

• Location of items

• Operating procedures

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A Place For Everything

Even rags, gloves, and trash

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Visual Management

A Place For Everything

Every item has a place, is labeled, and color

coded
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Communicating What Goes Where

Simple but effective

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Sustain
The Fifth S

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5th S - Sustain

• Make it a habit
• 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

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Visual Ranges Make It Easier to Sustain

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Visual Ranges Make It Easier to Sustain

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Sustain

Everyone needs to do their part to keep things where

and how they belong
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5S’S

• Sort • Shine
• X - Tag • Cleaning is inspection
• Keep what is needed • Standardize
• Stabilize • Rules for the first 3 S’s
• A place for • Sustain
everything • Make it habit
• Everything in its • Cooperation
place

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5S Checklist
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?
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5S Checklist
5S Audit

7
• Audits performed for 5S’s
• Visual display of current
standings and progress
• Emphasis on Sustaining

Points Needing Attention

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5S Supportive Strategies

• Color coding
• Point of use
• Safety

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Color coding things is a fast, easy way to separate different

items and to visually determine if something is misplaced

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Scrap

- Manufacturing scrap

- Tubing

- Mixed scrap-banding,
cold rolled, stainless

- Process scrap

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Examples

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Examples

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Color Coded Scrap Hoppers

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Part Color Coding

Different color for each part number
 Colors correspond to colors of:

 work units
 tooling
 gages
 fixtures
 settings

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Color Coded Dies

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Point of Use

• Tools
• Parts disposal
• Operating procedures
• Lock-out instructions
• Materials/Finished goods
• Information

Looking For Tools

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Point of Use

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Point of Use

Not enough room to store at the point of use, so

make them mobile
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Point of Use

Fixtures rotate so they take up less space and are

kept at the point of use 75
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Point of use

Information
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Safety: The 6th - S

Is of great concern when

considering workplace organization
and the 5S’s

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Safety

Color coded guards and labeling

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Sufficient Room to Exit the Work Unit

Exit

One small exit for up to 9 operators

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Safety

Well labeled, but what keeps people out of

coils?
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Safety

Color coded and visual

-easily accessible?
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Safety

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WPO Exercise
• 5S and WPO checklist
• X - Tag

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X-Tag
Name:

Date: Removal Date

Location:

Reason for X-Tag:

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X-TAG REPORT OUT

AREA STUDIED: TEAM:
DATE: PAGE: of

Name Item Quantity Reason for X-Tag Removal Cost

Date

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5S CHECKLIST

Instructions: Take a look around the work area and do a visual inspection. As you do the
inspection place a check mark in either the “OK” column or the “NOT OK” column. Then place a
numerical value in the “POINTS” column. Scores should be from 1 to 3, as follows:

1 = non-existent, the team has made no progress in this area.

2 = progressing, work has been done on this but the team lacks the discipline.
3 = implemented, being done on a regular basis.

Please make any necessary comments in the “OBSERVATIONS” column.

CATEGORY ITEM OK NOT OK POINTS 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? 86
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5S Audit

Points Needing Attention

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Module 3

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Visual Management

Phase 2 of Visual Management is …

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How do we create Visual Management?

One phase at a time...

The 2nd Phase is Visual Display

The 1st Phase is Workplace Organization

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Are we ready for Visual Display ?

Before Visual
Display...
Implement

5S

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Phase 2: Visual Display

Definition: Information regarding:

• Safety
A method to visually • Quality
communicate • Operations
important information
• Equipment
in the workplace
• Work Environment
• Progress / Achievements

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Benefits of Visual Display

• Makes work safer and easier

• Communicates information about performance

• Makes standards visible

• Makes problems recognizable

• Creates a shared knowledge base

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Visual Display tells others…

what is important to our company. 94

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Types of Visual Display

Begin implementing Visual Display with:

• Designated Locations

• Indicate danger; Set limits; Make work easier

• Information Boards

• Work Instructions

• Checklists

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Start with Designated Locations

Designated Locations:

• Indicate danger

• Set limits

• Tell us what, where, and how

many

Designated Locations are the first type of Visual

Display to be implemented 96
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Designated Location Example

This location is

exclusively for

fire safety

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Designated Location Example

Components Kanban: What, Where, and How many 98

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Floor Labeling Example

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Designated Location Example

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Would you pay for a dozen eggs ?

Eggs Grade A

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Designated Location Example

Egg Carton Display

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Designated Location Guidelines

• Determine appropriate location for all needed items

• Designate locations for type and correct number
(quantity) of needed items
• Post visual indicators
• Create ways to recognize at-a-glance when items are
out of place

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Mobile cart provides designated location

and point of use flexibility

Could this idea

make work
easier for anyone
in your plant ?

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Visual Management

Make Visual Display

easy, convenient, manageable

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Visual Management

Other types of Visual Display

Work Instructions

Information Board

T P M Checklist

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Visual Work Instructions

What do size and placement of work instructions tell us ? 107

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Visual Management

Product Boundary Sample Display

• Increases quality awareness

• Reduces variation
• Useful training aid
• Creates pride in products made

Need a new example of

Boundary Sample!!!!

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Raw Material Boundary Samples

• Set quality standards

• Operators make quality
decisions
• Create shared product
knowledge

Use photos when actual samples are not practical

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Information Board Examples

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Information Boards

• What is the focus

of this
information
board ?

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 Performance Level

1
2
3
4
5
Goal
Safety Current

1
Cleaning -Organizing

2
Team Meetings & Activities

3
4
Environmental Management

Management at a Glance

5
Process Capability & Control

6
7
Problem Solving & Avoidance

Coupled Manufacturing

8
Production Scheduling

Work Standards

Quality System
Work Unit

LEADING
Employee Commitment

LEARNING
WORLD CLASS

Supplier Development

TRADITIONAL
BEST IN CLASS

Knowledge Utilization

Skill Versatility & Cross-Training

Delivery Performance
20 Keys of Continuous Improvement

Preventive Maintenance

Quality Assurance Approach

Management of Objectives

Quick Changeover
9 10 11 12 13 14 15 16 17 18 19 20
1
2
3
4
5

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Visual Management

Performance Level
 Performance Level

1
2
3
4
5
Goal
Safety/Health
Current

1 2
Leadership

Vision & Executive Sponsorship

3 4
Objectives/Improvement Planning

Communication

Learning & Personal Skills Development

5 6 7
Managing Change

Team Building / Teamwork

Problem Avoidance

Idea Implementation
Excellence

LEADING New Product/Process Introductions

Internal Customer Focus

20 Keys of Site

LEARNING
BEST IN CLASS

Team Recognition

TRADITIONAL
WORLD-CLASS

External Customer Focus

Supplier Development

C I Tool Utilization

People Supportive Practices

Valuing Continuous Improvement

Environment

Best Place To Work

8 9 10 11 12 13 14 15 16 17 18 19 20
1
2
3
4
5

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Visual Management

Performance Level
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Visual Management

Information Board Guidelines

• Work Unit determines what will be displayed

• Make information easy to read and understand
• Always post information in same location
• Keep the focus clear; don’t overload info
• Keep information current

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Other Types of Visual Display

• Status Boards
• Product Displays
• Storyboards / Pictures
• Electronic Marquees

Business Unit Display

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The best visual displays are easy to

understand

Symbols
• are easily understood

• give immediate status

• engage viewer’s attention

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Symbols make status visible and

easy to understand

What other information might be useful here ? 117

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Visual Management

What do these symbols tell us?

CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Long Term
P1 Device
Potential
Study

Study

Characteristic Cp Cpk Study Date

Capable
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Pictures Display Before and After

Improvements are easily documented with pictures 119

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Visual Management

TPM Before and After ( Storyboards )

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To add impact

to visual displays,

relate items to

a cost.

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Product display for waste awareness

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Using Visual Display to show operating

supplies cost

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Product Display Example

Sample

assemblies

are added

to display

every 2 hours

Display used as a problem-solving tool 124

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Visual Management

Team decision-making tools

How do balance
boards and cross
training charts
become team
decision making
tools ?

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Visual Management

Cross Training Chart

25% 50% 75%

100%

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Able to process

ine
Able to process Able to process
and problem solve Able to train entire process

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James

Jerry

Dawn

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Everyone knows,
“Safety is our Top Priority”

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Lost Time Accidents

• Goal is
“Zero Accidents”
• Always keep displays up
to date
• Changing the display daily
focuses our attention on
safety -daily

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Lighted displays capture attention

What audio warnings exist for safety concerns? 129

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Visual Management

These standard lighted displays provide …

• Consistency

• Easy visibility

• Status at a glance

• Problem recognition

• Team encouragement

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Marquee Information Display

What are other good uses for marquee displays ?

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Visual Management

Visual Displays as
As Voice to our Visitors

• Share success stories

• Recognize team
achievements

• Communicate pride in our

work

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Team Territory

This area is the team’s domain, but it is seen by all

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Team Territory is a place to ...

• hold shift startup meetings
• identify the team
• exhibit products made
• be managed by the team
• communicate team goals
• display team accomplishments

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Shift Start-Up Meetings

• A daily working session at the start-up of the shift that’s:

• Short, every day, each shift and in each work unit

• A consistent method to communicate essential information

• A way to accelerate the dissemination of essential information

• A daily discipline that helps improve team performance daily

• An opportunity to refer to and update the Primary Visual Display

• A essential tool to help create & maintain team involvement

Daily shift start-up meetings are the place to communicate and

share news and information.
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Shift Start-Up Meetings

• The meeting is short and very focused
• 10 minutes maximum
• Centered on daily issues and activities
• Meeting held with entire team and facing the Primary Visual Display
• Participants stand during the meeting
• Team members take turns being the facilitator
• Initially this is led by supervision
• Note: Could be up to a month until the team is confident with what to do and natural
leadership begins to emerge – still, it’s important to give everyone an opportunity to
facilitate the meeting and supervision often continues to participate to offer support,
help remove obstacle and roadblocks and stay in tune with issues.
• Team records decisions, actions & next steps on Primary Visual Display
• No formal/Computerized report writing desirable or necessary
• Other discussions should happen outside this meeting

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Provide teams the territory they need to succeed

Common Territory

Shared Territory

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Extra ! Extra ! Extra !

PRODUCTION PRESS
ARVIN EXHAUST - FRANKLIN PLANT October 17, 1997
FLOWER - Cosmos BIRTHSTONE - Opal

Happy Birthday
10/ 17
10/ 18
Audrey Lucas
Lula Vandeventer
UNITED WAY
WINNER - TV
Plant newspapers
Siberto Gonzales
David Koons
James Patton
10/ 19
10/ 21
Judy Hicks
Larry Burton provide excellent
Catherine McTarsney
Angie Freeman
Douglas Hutcherson
David Thomas
Travis Burton opportunities
10/ 22 Phillis Burris
Timothy Sneed
Lori Smither On October 10th, the workers involved

for recognition of
Tonya Jones in the United Way - Pacesetter
Campaign at the Franklin Plant, were
Warren Beeler
present for discussion of this year's
Randy Fisher United Way drive. Those present
10/ 23 Debbie Ward discussed ideas for future activities in
the United Way program at this Plant,
and we all wish to Thank those that
QUOTES OF THE
WEEK:
signed up or increased the contribution
to the United Way Drive.
The highlight of the lunch meeting was
employees !
the drawing for the Color TV set that
was awarded to a "Contributor", to this
• “If you feel dog tired, years program. The lucky winner was:
maybe it is because you have Keith R. Park - from FPO Second Shift
(pictured above, right, with Facility Manager, Bob
growled all day” Elliott)
Congratulations Keith !!!!!
• “A little kindness may mold a
fine character.”
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Customer / Supplier Information

• What do we produce?
• What is it used for / on?
• Who do we contact if we have problems?
• Who supplies our materials?
• Where do our finished goods go?

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Customer / Supplier Display

What is being produced here?

Where is the product used? 140
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Exhaust assembly display with

vehicle application

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How to implement
Visual Display

• Identify subject to focus on

• Identify problems or success associated with the subject
• Identify the audience for visual display
• Choose the best location for the display
• Develop and test the display
• Improve, finalize, and implement the display

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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

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Remember...
Your Visual Displays tell others...

what is important to ourcompany! 144

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Visual Management

Module 4

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Phase 3 of Visual Management is …

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How do we create Visual Management?

One phase at a time...

The 3rd Phase is Visual Measures

The 2nd Phase is Visual Display

The 1st Phase is Workplace Organization

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Visual Measures

In this module we will discuss:

• Using the data we collect
• Seeing is believing
• Measurement tools
• Effective data display
• BOS Charting
• How to develop meaningful measures

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Why do we use measurement data?

• To make more informed • To drive and fine-tune our

decisions about our improvement activities
operations • To educate the plant
• To keep management community
and shop floor
associates informed of
progress

If you are not going to

use data, don’t collect it!
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Seeing is believing !

I should have
implemented
this idea sooner!
• Effective analysis requires
effective reporting

• How we report and display

data will affect how we think
about it

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Lasting Impressions

To increase the impact of information:

• Make it sensory; use pictures, charts, sample products, and
audio sounds that involve the audience
• Use examples and comparisons
• Make data speak; keep it visually appealing
• Don’t forget, “Keep it simple”

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To make data displays effective...

• Involve users in the measurement

• Provide the results to people who can act on them
• Present results in the most appropriate form for the
audience
• Link results with improvement activities
• Report data immediately; date it; keep it current

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What do we measure ?
Cross
Training
PPM Process
Lost Capability
Uptime / Time
Downtime Accidents
Floor Space

Supplier
Changeover Manufacturing Quality
Time Scrap

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The Standards

Company recommends these standard measurement

tools be used to:

• Indicate status

• Collect data

• Solve problems

• Measure performance

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Company Standard Measurement Tools

and Indicators
• Changeover Clock • Downtime Clock

• Production Counters • Process Capability Logo

• Error Proof Symbols • Bottleneck Symbols

• P.I. Indicator • Current Part Running

• Lost Time Accidents • Limbo Bars

• 5 S Audit • BOS Charts

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To increase information value . . .

• Insure data accuracy

• Put information in graphic
form
• Place it where the work gets
done
• Use it often to track
improvements
• Keep it current

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Visual Production Counters

Visual production counters
help us:

• Keep accurate counts

• Make goals visible
• Detect production
abnormalities
• Satisfy customers

Goal / Actual / + or -

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Downtime / Product Count Example

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5S CHECKLIST
5 S Audit Tools
Instructions: Take a look around the work area and do a visual inspection. As you do the inspection
place a check mark in either the “OK” column or the “NOT OK” column. Then place a numerical
value in the “POINTS” column. Scores should be from 1 to 3, as follows:

1 = non-existent, the team has made no progress in this area.

2 = progressing, work has been done on this but the team lacks the discipline.
3 = implemented, being done on a regular basis.

Please make any necessary comments in the “OBSERVATIONS” column.

CATEGORY ITEM OK NOT OK POINTS 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?
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Is there a visual measure of our

Customer Satisfaction ?

• Collect customer
satisfaction data
• Display it where everyone
sees it
• Keep track of progress
• Highlight special
achievements / awards

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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

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The Versatile BOS Chart

The BOS Chart can wear

many hats:
• Visual display
• Problem solving tool
• Progress indicator
• Assign responsibilities

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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 Improvement

Activities

Data Analysis Improvement

Tracking
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LINE:________________
DATE:_______________
BOS Key Measurable Visual Management

TREND LINE SUGGESTIONS

Comp
Ref # Suggestions Resp Date %Comp
25 50
75 100

25 50
75 100

25 50
75 100

25 50
75 100

25 50
75 100

25 50
75 100

25 50
75 100

25 50
75 100

Ref # Description

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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

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Step 2
Team determines what to BOS Chart

• Something needing
improvement

• Team has control

• Important to customer

• Important to our company

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Step 3
Team members update BOS

• Use team meeting to study data

• Team plans improvement
activities
• Everyone participates
• Computers not required

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Step 4
Make BOS results visible at the Work Unit

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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 ?

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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?

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VISUAL DISPLAY & MEASURES AUDIT Visual Management

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 Redistribute the clock to a needy cell 1
needed
P.I. Indicator

Production Counters

Changeover Graph

Bottleneck Operation

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Module 5

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How do we create Visual Management?

One phase at a time...

The 4th Phase is Visual Management

The 3rd Phase is Visual Measures

The 2nd Phase is Visual Display

The 1st Phase is Workplace Organization

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Visual Management

Using the information provided by visuals to make informed

and proper decisions or judgements daily.

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Vision
The Visually Managed Factory is:

A workplace that is easily understood by all. Anyone could

walk into a work unit and at a ‘glance’ understand the
status of that work unit, what is waste or abnormal, and
where improvements are needed.

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Vision

If you walked into a work unit or facility on Sunday.

No one is around and nothing is running. Would you be

able to understand the status of that work unit?

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Visual Management
• Status
• Distinguish between what is and is not normal
• Make waste and abnormalities obvious to everyone
• Constantly uncover needs for improvement
• Help make each persons job easier
• Involve everyone

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Status at a Glance

What information do we need to know?

• Is it?
• easily visible
• consistent throughout the facility or business unit
• current
• USEFUL

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Visual Management For:

• Workplace • Equipment
• Safety • Quality
• Operations • Storage

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Status at a Glance
What do certain visuals communicate and how do we use
them to manage?

• Production counters
• Downtime/Uptime clocks
• Change-over clocks
• BOS charts

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Status at a Glance
What do certain visuals communicate and how
do we use them to manage?

•Safety
•PPM
•Scrap

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Visual Management

The following are some examples of these visuals or

measures.
•What do they communicate to us?
•How do they communicate it?
•What judgements or decisions do they help us to
make?

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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Examples

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Needs for Improvement

Knowing very little about these facilities,

with the simple visuals we just looked at,
we were able to make some suggestions
for possible improvements.

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Needs for Improvement

• Utilize these visuals to make improvements and

suggestions for improvements during:
• EI meetings
• Shift Start Up Meetings
• Downtime
• ALL the Time

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Standard Work Tools

Balance boards and equipment layouts are used to:

• Level work loads
• Make our jobs easier
• Processes better and more efficient

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Standard Work Tools

What does this tell us?

How would you use this to manage?
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Cross Training Chart

25% 50% 75% 100%
Able to process Able to process Able to process Able to train others
w/ direction w/o direction & problem solve on entire process

e)
-Lin
ory

(On
ory

ent
)
(RF

L)

g
fers
can
ent

rtin
ode

Inv
(IR
vin

ncy
Inv

epo
le S

ans
rC

at’l
cei

ner
Skills Assessment

que
rial

sM
Ba

t Tr
Re

hR
em
ing

can
ate

Fre
n/S

ory

n It

lan
ory

atc
dou
rS
nt M

r-P
ent

isio

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nba

ent

dio

kke

zar

Inte
Inv

Inv

Div
Ra
Pla

Ka

Ha

Pla
Tra
Employee Name

Joe

Bob

Betty

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Designated Areas of Responsibility

• Color coded maps

• Who does what?
• How often do they do it?

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Red Box Scrap

• Separates non-conforming materials from product flow

• Gives a definite point for stopping the line and taking
corrective action
• Promotes visual awareness of repetitive defects

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Red Box Scrap

• Are there less than 6 total or 3 identical parts in the

box?

YES - continue production

NO - stop production and take corrective actions

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Red Box Scrap

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Control Ranges

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Error Proofing Program

P1 Device
(Green)

An Error Proofing device that PREVENTS an error from

occurring

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Error Proofing Program

P2 Device
(Purple)

An Error Proofing device that DETECTS an error in time to

allow rework and prevents further errors of the same type

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Error Proofing Program

P3 Device
(Blue)

An Error Proofing device that detects a defect and

ELIMINATES IT FROM THE FLOW of good products

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Process Capability

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CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible

Long Term
Potential
Study

Study
Characteristic Cp Cpk Study Date

Capable
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CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible

Long Term
Potential
Study

Study
Characteristic Cp Cpk Study Date

Not Capable
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Visual Management

Are WE Hitting the Target?

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Do Our Visuals:

• Give you the information needed to make proper decisions?

• Make abnormalities and problems obvious?
• Promote communication and employee involvement?
• Make everyone's jobs easier?
• Recognize achievements and improvements?

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The Visual Management Check List and

Implementation

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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
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THE VISUAL FACTORY
Visual Management
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: 210

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End of Visual Management

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