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Mod 10 – Visual Control

10 Visual Control v20130529 ©1996-2013, John Black and Associates LLC

Licensed Materials – USA Copyright Laws Apply

Global Production System

Product/Patient Quantity Analysis

Kaizen Kaikuku

Just-in-Time

Measures

Standard

Operations

Heijunka

(Leveling)

Continuous

Flow

Total

Productive

Maintenance

Poka-yoke (mistake

proofing)

Kanban

Setup Reduction

Changeover

Multi-process

Operations

Jidoka (human

automation)

GPS

MUDA MUDA

Visual

Control

Andon

TAKT TIME ONE PIECE FLOW PULL PRODUCTION

R

e

d

e

p

l

o

y

m

e

n

t

Committed Leaders

Profit =

Price - Cost

TAKT Time Map

Capacity Tables

Cost Reduction By Eliminating Waste

GPS Depth Study

NVA/VA-

Functions/Mgrs

Quality Cost Delivery

Morale Safety

Value Stream Mapping

5S • Sorting

• Simplifying

• Sweeping

• Standardizing

• Self Discipline

3P Prod Prep

7 Flows Medicine

7

Wastes

RPIW

7 Flows

Factory

4 No’s

© 1996-2013, John Black and Associates LLC

(modified from Hiroyuki Hirano, Productivity Press).

Visual

Control

Module 10



Licensed Materials – USA Copyright Laws Apply 2

Visual Control: Key Points

Visual Controls are a tool to understand what is happening in

the workplace and a way to achieve zero defect quality.

Visual Control helps organizations respond quickly and

effectively to problems by making abnormalities and waste

obvious to everyone.

Visual Control tools and methods are JIT’s way of

“standardizing” management.

Andon (alarms) illuminate workplace problems.

Production management boards provide daily or hourly

information on current conditions.

Visual controls only make abnormalities visible. It’s up to

people to take corrective action – this is when Visual Controls

become Visual Management.




The Visual Workplace

Visual Controls

Workplace Organization (5S)

Visual Management




Purpose of Visual Controls

How can organizations keep pace with the

daily process improvements?

Learn to distinguish promptly between what is normal and

what is not with visual controls.

Make abnormalities and waste obvious enough for anyone

to recognize, constantly uncovering the need for more

improvements.

Help everyone to focus on finding the root causes of

problems and taking corrective action through improvement

work.

Visual Control leads to management by everyone since

problems and actions are made visible and team-based.

Everyone knows when there is a problem and what to do

about it.




Visual Controls

Tell at a glance what and how we are doing.

When someone walks into the workplace they should be

able to determine:

What the process is.

Who the customers and suppliers are.

What the deliverables are.

Where and what resources are being used in the

process.

That there is an effective measurement system in

place.

What the status of the process is.




Visual Controls

The KEY for making BOLD improvements

Make problems visible and obvious enough so that anyone can spot them.

Can you tell what the status of this Emergency Room is?

Who is in charge of what?




Types of Visual Control Description Illustration Name No.

1

2

3

4

5

Red tag

strategy

Signboard

strategy

White line

demarcators

Red line

demarcators

Andon

(alarm

lamps)

Red tag strategy distinguishes needed items from unneeded items in the workplace. Red tag teams use red tags to mark unneeded items for removal.

In the signboard strategy, set up signs that indicate what belongs where and in what amount, so that anyone will be able to understand where things belong.

When organizing the workplace, marking out pathways and in-process storage sites with white tape makes it easy for anyone to keep the workplace neat.

Red line demarcators form part of the signboard strategy. Mark the maximum allowable stack height with a red line to show when excess inventory exists. Think of the red lines in the OR that indicate where you need to stop.

Andon immediately alert staff to abnormalities that occur in the workplace – like an IV pump not working.




Types of Visual Control Description Illustration Name No.

6

7

8

9

10

Kanban

Production

management

boards

Standard

operation

charts

Defective

item

displays

Error

prevention

Kanban are administrative tools that maintain Just-In-Time production – part of the supply chain. The two types of kanban are pickup kanban and production kanban.

Display boards that indicate current conditions on production or service lines. Data shown on these boards include production/service line results, operating conditions, and causes for the process stopping – like bed control boards.

Use these charts to find the work methods that use the best combination of people, machines, and materials. Standard work charts should be posted where the work is being done.

Set up at workplaces where defects have occurred, these displays exhibit defective items along with graphic data urging staff not to allow the same defects to recur. Pictures work well to show defects too.

Error prevention boards help promote independent management to reduce human errors. Try to set up boards that allow staff to manage and correct themselves, or not do an error at all.

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Primary Care Exam Room:

Each flag indicates a different room status

Used with permission/Seattle Children’s Bellevue Surgery Center

10





11





12





RPIW Audit Metrics (mostly green)

13




RPIW Audit Schedule





Anesthesia

“Shadow

Board”

14

Before

With visual control it is obvious if

anything is missing Used with permission/Virginia Mason Medical Center

Visual Control




15

Used with permission/Ministry of Health, Saskatchewan Province

Visual Control




16

Standard work chart


Visual Control




17


Visual Control




Types of Andon

Andon (alarms) alert staff and leadership to problems on the

hospital or clinic floor.

Andon are signals that illuminate problems in the workplace.

The types of Andons are:

• Paging

• Emergency

• Operation

• Progress




Types of Andon Paging

Alerts staff responsible for stocking that supplies are needed.

Emergency

Alerts staff and leadership that a problem has occurred, and brings

leadership immediately to the location to resolve the issue. Patient safety

alert/stop the line is an example of this andon.

Operation Indicates machine operating status, such as an IV pump, X-ray machine, or

a printer. When the machine has been stopped, the operation andon

shows the reasons for the stoppage.

Progress Enables staff to gauge the progress of their own operations and

processes.




Production Management Boards

At-a Glance Supervision

Production management boards should be simple in design and emphasize information that answers the following key questions:

How do current results compare with estimated results?

Why was the line stopped the last time?

What kind of improvement is needed?

Will there be any spill-over into overtime or tomorrow’s schedule?




Production Management Boards

At-a Glance Supervision

Production management boards aren’t just for managers. The people on the hospital or clinic floor – anyone doing work, as well as the workplace leaders - need production management boards to keep them informed. Hint: Post the production management boards as “the final process” in the line, so that everyone checks it at least once per work cycle, and knows the process status.

22




Used with permission/Seattle Children’s Bellevue Surgical Clinic

Production Board

23




Used with permission/Mayo Clinic

Production Board – Real-Time Tracking of

OR Patients in Surgery

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25







Relationship between

Visual Control and Kaizen

No matter how many visual aids are brought into the

organization, they are not valuable if they are not used

correctly to discover and promptly correct abnormalities.

Remember that introducing visual control tools will not

automatically result in improvements.

Visual control tools only do one-third of the job – they

help make abnormalities easier to discover.

People must do the other two-thirds – analyzing the

abnormalities and taking corrective action. This is visual

management.

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The Role of Visual Control Tools in the

Improvement Cycle

Abnormality

Occurs

Standardize

Improvement

Make

Improvement

Look for Cause

Right Away

Discover

Abnormality

Visual

Control Tools Improvement

Cycle =

Visual Control

1.

2.

3.

4.

5.

6.




Visual Control Summary

Visual control makes the organization’s abnormalities

and waste so clear anyone will recognize them.

Visual Control leads to management by everyone by

making problems and actions transparent.

Visual Control is JIT’s way of standardizing

management.

profit = visual - regina qu'appelle health · pdf file... (5s) visual management . mod 10...

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