Lean Daily Visual

Management

System (LDVMS)

By: Romains Bos

• 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

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.

Behind the Surface Wastes

PEOPLE

Over

Processing

Excess

Motion

DefectsFixing

Over

Production

Making too much

Transportation

and HandlingMoving Things

Excess

Inventory

Waiting

Process

Stability &

Process

Adherence

TYPES

OF

SURFACE

WASTE

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

The Structure for LDVMS

Structure

Structure

Mentoring

Metric

Lean

Daily Visual Management System

Tools Technology

Teamwork

SLM2T3 = “SLIM-IT”

Without SLIM-IT

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

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”

Defects / Tags

per

Day

Quality

Issues

ReworkScrap $

Throughput

Metric

Schedule

Metric

Output

EH&S

Issues

Accident /

Injury

Tracking

Continuous

Improvement

“To-Do List”

5S Rating

Skill

MatrixAvailability

Daily Radar

Chart

Key Metrics

EH&S

Customer

Satisfaction

Cell Specific Goals

Quality

Metrics

Long

Range

Projects

Safety Audit

Schedule

20 Keys

Policy

Deploy.

Matrix

Cell/IWG

Goals

Productivity

20 Keys

Action Plans

Blank

Kaizen Action

Sheets

Submitted

Kaizen Action

Sheets

Working

Kaizen Action

Sheets

Resolved

Kaizen Action

Sheets

Driver Measure Boards – Example

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

ACTIVITYPERSON

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 walkingwaste, reduction ofcycle time andimproved 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 TransportRestocking

KAIZEN “TO DO” LIST

Bob Johnson WPC 407 Line

1 Overall Layout Install U-shapedlayout

2 Hard to grasp bases from bin

Install gravity

feed bin

3 Center fixture

4 Hard to grasp

parts from binInstall gravity feed

bin & change location

Tool arrangementlocating/reaching

Rearrange to eliminaterepetitive 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

PersonResponsible

DateDue

PercentComplete

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 GOALTARGETS/OBJECTIVES

Goals A-E Tracked DailyDAILY VISUAL TRACKING

MAIN PROBLEMS(Hurting Green Achievement)

20

1

4

8

12

16 24

28

A.

B

DE

C

2122

23

25

26

27

29

30

31

17

1918

15

235

14

13

11

10

9

76

31

26

30

29

24

28

2725

23

2221

20

19

17

1518

16

14

1312

11

10

89 7 6

512

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

CB

D

E

C

B

D

E

C B

D

B

DE

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

Ou

tpu

t

Target

0

2

4

6

8

10

12

14

1 4 7

10

13

16

19

22

25

28

31

DAYS

DE

FE

CT

S P

ER

DA

Y 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/(TotalTime X 100)]

Changeover Time (sec.)

PerformanceParameter

Remarks/Notes:

StartingValue

Target1st

Effort2nd

Effort3rd

Effort4th

EffortChange(units)

Change(%)

Department Or Area

ProcessName

RequiredProductionTotal TimeAvailable (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) 3,3452. Sales to plan (%) 1023. Cost of Labor Hour $34.124. Inventory Turns year 45.14. % shipped on time 98.85. Cycle time (min) 453.46. Machine up time (%) 69.27. % Customer retention 85.28. 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

Met

rics

Mnt

.

RB-1

Op.

%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

.. .... .. .. .... .. .. ....

..

..

..

..

..

..

..

..

..

54

32

1

54

32

1

54

32

1

54

32

1

STRAIGHTEN SORT AND

ORGANIZE

SANITIZE STANDARDIZE

OUTSTANDING!!!!

Best I

’ve se

en

in m

on

ths!

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) 52 Cracks in RB-43 solder joint 43. Scratch on faceplate 24. Washer missing on A-2 15. Missing screw (back of case) 1

QUALITY ISSUES YESTERDAY

SUCCESSIVE CHECKS IN OPERATION

Rashid Check flange on B-34 Ends 3/15Sally Watch for missing 0-ring Ends 3/16Carmen 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

Cle

anin

g

Org

aniz

ing

Team

Activ

ities

Metr

ics

Pro

cess C

ontr

ols

Contin

uous P

rocess Im

pro

vem

ent

Role

s A

nd R

esponsib

ilities

Work

Leve

ling

Work

Sta

ndard

s

Vis

ual

Syste

ms

Tim

e C

ontr

ol &

Com

mitm

ent

Pre

-Shift M

eetin

gs

Safe

ty

Em

pow

eri

ng W

ork

ers

Skill

Vers

atil

ity

Pro

ductio

n S

chedulin

g

Equip

ment

Main

tenance

Qualit

y A

ssura

nce A

ppro

ach

Managem

ent

Of O

bje

ctiv

es

Quic

k C

hangeove

r Technolo

gy

5

4

3

2

1

Pe

rfo

rma

nc

e L

ev

el

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

Pe

rfo

rma

nc

e L

ev

el

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

Driver Measure Boards – Example –Cont’d

Factory

Office

Boards are the center of the daily shift start-

up meetings shop and offices

Driver Measure Boards – Example –Cont’d

Month:Supervisor/team LeaderArea/team: Shift:

SPECIFIC GOALTARGETS/OBJECTIVES

Goals A-E Tracked Daily DAILY VISUAL TRACKING

MAIN PROBLEMS(Hurting Green Achievement)

20

1

4

8

12

16 24

28

2122

23

25

26

27

29

30

31

17

1918

15

235

14

13

11

10

9

76

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

• 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.

Success in LDVMS rest on –Micro-Process Excellence

MICRO

MACRO

ME

GA

MICRO

100

90

80

70

60

50

40

30

20

10

0

THE ANNUAL LEAN DIFFERENCE

?

LEANTRADITIONAL

PE

RF

OR

MA

NC

E

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

• 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.

Foundations of Project Success

Scope and Requirements

Sch

edu

leProject Success

Qu

alit

y

Co

st

Integrity and Safety

The End

Questions?

Comments?