visual management
DESCRIPTION
Gestão visualTRANSCRIPT
Teach me, I will teach others
It’s all about change!
““ It is not the strongest who survive orIt is not the strongest who survive or
the most intelligent, but the one thatthe most intelligent, but the one that
is the most responsive to change.”is the most responsive to change.”
Charles DarwinCharles Darwin
8:30 S1-Stability,S2 Visual Mgmt.,S3 Visual Display 8:30 Cell Design /Pull Production Concepts
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
1:30 S6-The 6 S's 1:30 Line Balancing, Std. Work Exercise (Lego's)
5:00 Finish Session 5:00 Finish Session
8:30 World Class Manufacturing, Value Added Activity 8:30 How to Kaisen
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
3:00 Exercise to Map a process 4:00 EroomPlatform, Logistics Platform
5:00 Finish 5:00 Finish
10:30 Break 10:30 Break
10:45 Measurables 10:45 Kanban
12:30 Lunch 12:30 Lunch
5:00 Finish 5:00 Finish
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
5:00 Finish/Prepare Report outs 5:00 Finish/Prepare Report outs
8:30 Report Outs 8:30 Report Outs
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
4:30 Home work Assignment 4:00 Graduation
5:00 Finish 5:00 Finish
Fr i
• If there is anything you don’t understand ask at
any time during the training.
• All cell phones must remain off during the
training.
training at the designated time.
• When in the factory environment, be aware of
safety issues and try not to disrupt the
production in areas outside the Kaizen project.
6S - Sort, Set in Order, Shine, Standardize, Sustain, Safety
VMS - Visual Display, Visual Measurement, Visual Controls
Q
• Stability comes from involvement of the 4 M’s
• A 6S foundation supports and sustains – Standardized work
– Total Productive Maintenance
• The foundation of production or project
execution is S tandards (SOP)
– What is supposed to happen
• The foundation of excellence is
adherence to s tandards .
What is a Standard?
• Standards make abnormalities obvious so that corrective action can be taken.
– A good standard is s imple, clear and visual.
– Standards are linked to action and pos ted at the point of use
– Self-explaining
– Self-ordering
– Self-improving
within five minutes
or office should look in terms of:
– The physical environment:
• S.O.E. compliance
customer orders:
• Location in the factory
V i s
y s
l s
•Involvement in improvement activities
•Adhere to Deliverables
Wall charts support the visual management triangle. They involve the team and
compel action.
Visual Systems
• A group of visual devices designed to share information at a glance.
• Four Visual Systems in increas ing power . – Visual indicator - tells (street signs)
– Visual signal – g rabs attention (traffic light)
– Visual control – limits behavior (parking lot lines)
–Guarantee – allows correct response only
(gas station automatic pump shut off)
“develop visual systems that talk to everyone”
statement of essential information.
• They are the first type of
display to be implemented
- White location lines
- Yellow limit lines
- Black and yellow
What else can you think off?
How to Implement Visual Display
• Identify the categories to focus on based on factory or office objectives - what
• Identify the problems associated with those categories - why
• Identify who needs to see the display
• Determine the best location - where
• Develop and test the display -how
• Finalize and implement the display
they lack a public interface.
• When computers offer expanded visibility
(graphic displays) they will play a larger role
on the factory floor.
Information must beInformation must be visiblevisible, available, available wherewhere it isit is
Area Baseline Inform ation: Area Map Checkli st o f
activities
Workplace Organization Sort Set in Order Shine Standardize Sustain Safety
Visual Display Environment Safety Operations Storage Quality Equipment
Visual Metrics Measu re- men t A ud ien ce Tracki ng
Method
Display
Method
Location
2. Identify: What needs to be
controlled? (pink cards)
required result (pink cards)
Levels of Visual Control
control, b. Evaluate each idea (refer to
control levels) c. Choose most effective
idea(s) and place card below. (blue
cards)
performed
1. Project Identification - Define the problem
Target Area: Identify area for implementation
People: Who do you need to talk to?, Who are the stakeholders
Visual
Workplace
Development
Chart
Control Development
• On time delivery of services – Briefs, Designs, Tech Packages, Samples
• Status of Product Development
Visual Metric: Definition
• Visual display of a key measurement (KPI) indicating the changing status of any process:
– Supply chain
– Support functions
– Keys to effective reporting and analysis
– What people need to make decisions
– Characteristics of “new” measures
• Examples of activity boards
Visual Control
not going to use it!
• To drive and fine-tune improvement activities
• To educate the factory staff
• Display at point of use
Project Name
Overall Measures
See Comment
%
• Present results in the appropriate form for your audience
• Post results in a place all the operators can see them
• Visually link results with specific improvements
• Report data in at the frequency required for timely decision making:
hourly-daily-weekly
• Exposes and explains the waste
• Shows improvements made and those left to implement
• Doesn’t rely on written language to communicate information
Day 1 Day 2 Day 3 Day 4 Day 5
Produced
Good
with This Data?
• How to keep track of the details
• How often to take the data
• Who will do the tracking
• How to display the data
• Where to locate the display
• Where is the data needed / useful
• On time completion of services to “your” customer.
• Speed at which you can fully develop a product from concept to production. Also know as “Dock to Dock, D2D” time.
• Hit rate - % of Successful projects (those introduced and sold in the marketplace) vs. those put through the process.
What metrics would be helpful to you?
54
L e a n V is u a l M a n a g e m e n t – c o lo r c o d e s y st e m U p d a t e d v e r s io n : 1
( 1 ). V is u a l C o n t r o l T o o ls F o r M a n i n S h o p F lo o r
C o l o r o f I d e n t i f ic a t io n P o s it io n
N o S p e c i fic C o l o r O p e r a t o r
B l u e C o lo r W a t er S p i d e r
G r e en C o l o r S u p e r v is o r
R e d C o lo r I n s p e ct o r / Q C
Y e llo w C o lo r M a in t e n a n c e
( 2 ) . V is u a l C o n t r o l T o o l s F o r M a t e r ia l s
• C o l o r B o x L in e f o r M a t e r ia l s B l u e B o x L in e M a t e r ia l b e f o r e p r o c e s s i n g
G r e en B o x L in e F i n is h e d G o o d s a f te r p r o c e ss in g
R e d B o x L in e ( ca n n o t m a r k o n t h e f lo o r
a n d w a l l) .
S c r a p e d e f ec t s, re w o r k , p e n d i n g
Y e llo w B o x L i n e A is le , o r s ta n d a r d W I P lo c a t io n
W h it e B o x L in e O t h er m o v a b l e a r t ic le s , E x : E m p t y b o x ,
F o r k L i ft , T r o l le y , D i s p la y s t a n d
( 3 ) . V is u a l C o n t r o l T o o l s F o r O p e r a t in g S t a tio n
• E x a m p l e : C o l o r c a r d f o r S tit c h in g
B lu e C o l o r C a r d M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
G r e en C o l o r C a r d U n lo a d F i n is h e d G o o d s
R e d C o lo r C a r d D e fe c ts , Q u a l it y p r o b l e m / N e e d s h e lp
f ro m W a t er S p i d e r o r S u p e r v is o r
Y e llo w C o l o r C a r d M a c h in e B r e a k d o w n
W h ite C o lo r C a r d C h a n g e O v e r
( 4 ). V is u a l C o n tr o l T o o l s F o r M a c h in e
• A n d o n S y s te m
B lu e L ig h t M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
G r e en L ig h t U n lo a d F i n is h e d G o o d s
O r a n g e L ig h t D e f e ct s , Q u a l it y p r o b l e m / N e e d s h e lp
f ro m W a t er S p i d e r o r S u p e r v is o r
Y e llo w L i g h t M a c h in e B r e a k d o w n
55
Definition: Visual Control
• Visual controls are methods and devices that alert employees that specific actions need to be taken.
– Undesirable condition in the process
– Schedule production activities
– Safety issues (SOE)
(1)
V i s
y s
l s
Switching off Automobile Lights
1. Define the
controlled?
• For the category you selected, decide
what needs to be controlled
• Write the items on a card
• Post them on the development chart
• Control cards should be: Pink
• Set a target result for what needs to be controlled
• Be specific; quantify if possible
• Ask: When we achieve the desired control level, what will be the tangible benefit?
• Write the target on a card
• Post it on the development chart
• Target cards should be:
the team.
employees.
standards
• Fact cards should be: Yellow
per card
word
• Write clearly so that others can
understand what you write
each activity and post ideas on a chart
• Evaluate the control level and potential
impact of each idea
• Idea cards should be:
• Determine time-line
• Assign responsibilities
• Get authorization
outcomes (Visual Metrics)
• Implementation cards should be: Pink
• Be easy to implement
– Visual Controls
– Visual Metrics
– Visual Displays
Managers and Supervisors
• Draw an area map for your department: – Label the location of each item and elements
of processing (operations, movements, stores, inspections)
– Show the flow of material and people by using arrows
• Complete the workplace diagnostic checklist
• Identify additional baseline measures
73
Visual Factory, Visual Office a facility which anyone will know in 5 minutes who, what, where, how and why of any
Sharing all information about activities lets everyone understand how closely
performance conforms to expectations.
Sharing information about standard specifications and methods lets everyone
identify non-conformance as it occurs and helps to correct it.
Level 3: Build Standards into the workplace
Make the work environment (space limits, standard containers, equipment
barriers) COMMUNICATE established standards.
Level 4: Warn about abnormalities
Incorporate lights, alarms, bells, buzzers and other devices that alert workers
when an abnormality is detected, suchas as a defect generated or a shortage
of parts.
Level 5: Stop abnormalities
Prevent defects from moving or after detection by stopping the process or
rejecting the part. Devices are installed at the source of abnormalities.
Level 6: Prevent abnormalities
Level 6 means 100% prevention of abnormalities. Once the exact cause of a
defect is known, an error proofing device is installed to prevent the defect
from occuring at all.
Visual Factory, Office Levels
V I S U A L C O N T R O L S
Non-Lean Lean
No notification/information (Andon) Boards Used Notification/info (Andon) boards
No/little evidence of Lean metrics used Demonstrate use of key Lean Metrics
Variations in work performance Standardized work forms displayed/knowledgable workers
Standard procedures not being followed Workers do the job the same way every time
Dirty, cluttered, messy work areas Sparkling clean machines, tools, work areas and bathrooms
Messy bathrooms Designed area for empty/full containers
Materials piled everywhere Marked guages and key equipments
Unmarked gauges and tools Min/Max levels clearly marked
No min/max levels at line Shadow boards for tools that are used and maintained
Empty shadow boards, tools missing, disorganized Shiny clean floors, with postion & directional markings
Visual Factory
Non-Lean Lean
No production data visible (or outdated) Available team meeting areas - used frequently
Lack of conference room for teams to use Team data prominently displayed and current
Suggestion campaign old, suggestion box not active Teams implemented many of their own suggestions
Little implementation of suggestions accepted Proof of problem solving activities many places in factory
No problem solving involvement at operator level Use of 5 Why's
Team not actively involved in standardized work PDCA cycle followed by teams
Team not actively involved in work flow Aggressive team Standardized work input
Team not actively involved in visual controls Signs of Process variation reduction shown and displayed
Evidence of Teams
Non-Lean Lean
Usually done by one person Changeover done by a team
No tracking of changeover time Clear internal/external task identification
Most work done when machine is down Changeover Chart tracks times, improvements, goals, ideas
Lack of standarized methods Use of Changeover chart, visual orgnization used
No specific work task/procedures identified Standard methods followed for changeover by the team
Changeover
comprising of the following steps
• Sort (Organization)
V i s u
l a y s
V i s u
l a y s
V i s u
V i s u
Building a Foundation
•• A good 6S condition, in other words, a A good 6S condition, in other words, a
clean, safe well ordered workplace thatclean, safe well ordered workplace that
talks to you with visual aids is thetalks to you with visual aids is the
foundation of improvement.foundation of improvement.
The 6S system also establishes discipline in the workplaceThe 6S system also establishes discipline in the workplace
• Remove all unnecessary items from the work place.
• Define what is needed to meet production goals and remove everything else.
• Key tool – Red Tagging – Item classification
– Item ID and Quantity
– Reason for red tagging
• Red-tag targets
• Red-tag frequency
• Red-tag responsibilities
for my order?
not needed or in the wrong place
– Establish the rules
– Red-tag safety problems
• Should be in a location nearby
• Needs someone to be responsible for it
• Needs to be cleared out often (Weekly?)
• Should be highly visible
• Should be centrally located
• Should be clearly identified
• Schedule a red-tag pause
• Measure red-tag volume (make it visual)
• Commit to regular red-tagging
motion.
• After • Before
Storage of Dies in a Footwear Factory, now organized by size for quick
access and to minimize damage to die edge.
where they should be placed.
• What different colors mean
• Where people can walk
should look like.
State map and comment on:
– Current hassles
– Countermeasures
– Comments
Finished Goods
Lead-time through process = 44.3 Hours Buffer Inventory = 2 Days Material Handlers = 3
Trimming Operation
Trimming Operation
Buffer 1-Day
Buffer 1-Day
scale.
equipment.
safety issues and any unpleasant surprises.
• The 3 Keys to Organizing – Where?
– What?
– Parts and Materials, - make a grid system that identifies position.
Develop Color Standards
Your objective should be transparency, the location of everything must be so clear that:
• Anyone can find anything at any time.
• Out of Standard situations are obvious to everyone.
• Identify confidential information
Color of Identification Position
No Specific Color Operator
Blue Color Water Spider
(2). Visual Control Tools For Materials
• Color Box Line for Materials Blue Box Line Material before processing
Green Box Line Finished Goods after processing
Red Box Line (cannot mark on the floor
and wall).
White Box Line Other movable articles, Ex: Empty box,
Fork Lift, Trolley, Display stand
(3). Visual Control Tools For Operating Station
• Example: Color card for Stitching
Blue Color Card Material shortage / Load material
Green Color Card Unload Finished Goods
Red Color Card Defects, Quality problem / Needs help
from Water Spider or Supervisor
Yellow Color Card Machine Breakdown
White Color Card Change Over
(4). Visual Control Tools For Machine
• Andon System
Green Light Unload Finished Goods
Orange Light Defects, Quality problem / Needs help
from Water Spider or Supervisor
Yellow Light Machine Breakdown
Visual Systems
• A group of visual devices designed to share information at a glance.
• Four Visual Systems in increas ing power . – Visual indicator - tells (street signs)
– Visual signal – grabs attention (traffic light)
– Visual control – limits behavior (parking lot lines)
–Guarantee – Allows correct response only (gas station automatic pump shut off)
team members
chart.
• Draw the Future State Map
The 6S team must decide:
– What to clean (targets)
– How to clean (methods)
– How clean is clean
Be as specific as you can.
Inspect for sound, smell, vibration, temperature or other signs.
• Who cleans and when
given area is cleaned and inspected
The Office environment often contains confidential materials,The Office environment often contains confidential materials,
define what must be destroyed.define what must be destroyed.
• Find ways to keep the workplace clean
• Adopt cleaning as a form of inspection
• Make cleaning a part of everyday work
standard condition obvious.
• Example: Shadow Board for Tooling – What tools should be here
– What tools currently are here
– Who has taken a tool and when they will return it.
– Where does the tool go
• Create the rules by which the first 3 Ss will
be implemented and maintained:
all items
process step.
Fabric P.O.#
adherence to standards, 50 percent of
our problems automatically disappear
6S condition. A score card is normally
used which has been tailored to our
workplace.
work. Time must be set aside for this
activity.
key.
• Keys to Success:
• Properly train all office and factory staff
Sustain
jeopardize safety.
SOE guidelines.
stop the process if any safety risk is
present.
– Recognize and reward excellence
– Give the activity a unique identity, make it yours
• 6S core groups • Team responsible for sustaining 6S, ask for volunteers
from each area of the factory or office.
overall Lean Training Program
– 6S core group members: implementing 6S –
one day
one day
jeopardize safety.
guidelines.
process if any safety risk is present.
• Workers must be trained in Fire and Safety
hazards.
daily work
descriptions
– People learn at different speeds
– Areas are implemented at different times
• Get everyone involved and keep them involved
condition
(Organization)
Number of times job aids are not available or up to date
Number of times, last week, daily 5S inspections were not performed
Number of times that personal belongings are not neatly stored
Workplace Scan Diagnostic
2 Level - 2
00Category Item Total Score
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Date Rated
Safety hazards (water, oil, chemical, machines exist
Sort
(Organization)
Shine
(cleanliness)
Correct places for items are not obvious
Items are not in their correct places
Aisles, workstations, equipment locations are not indicated.
Items are not put away immediately after use
Height and quantitiy limits are not obvious
Standardize
(adherence)
Cleaning and looking for ways to keep it clean organized
Floors, walls, stairs, and surfaces are not free of dirst, oil, grease.
Equipment is not kept clean and free of dirt, oil and grease.
Cleaning materials are not easily accessible
Lines, labels, signs, etc. are not clean an unbroken
Other cleaning problems (of any kind) are present.
All standards are not known and visible.
Sustain
How many times, last week, was daily 5S not performed?
Stick to the rules
Maintain and Monitor the first 3 categories
Necessary information is not visible
All quantities and limits are not easily recognizable
Checklists do no exist for all cleaning and maintenance jobs.
How many items can not be located in 30 seconds?
Always consider the Safety of the Workplace
Fire exits marked with Visual Controls?
Safety
Fire extinguishers visible, and maintained in workable order?
All machines have safety devices installed where necessary?
It’s all about change!
““ It is not the strongest who survive orIt is not the strongest who survive or
the most intelligent, but the one thatthe most intelligent, but the one that
is the most responsive to change.”is the most responsive to change.”
Charles DarwinCharles Darwin
8:30 S1-Stability,S2 Visual Mgmt.,S3 Visual Display 8:30 Cell Design /Pull Production Concepts
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
1:30 S6-The 6 S's 1:30 Line Balancing, Std. Work Exercise (Lego's)
5:00 Finish Session 5:00 Finish Session
8:30 World Class Manufacturing, Value Added Activity 8:30 How to Kaisen
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
3:00 Exercise to Map a process 4:00 EroomPlatform, Logistics Platform
5:00 Finish 5:00 Finish
10:30 Break 10:30 Break
10:45 Measurables 10:45 Kanban
12:30 Lunch 12:30 Lunch
5:00 Finish 5:00 Finish
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
5:00 Finish/Prepare Report outs 5:00 Finish/Prepare Report outs
8:30 Report Outs 8:30 Report Outs
10:30 Break 10:30 Break
12:30 Lunch 12:30 Lunch
4:30 Home work Assignment 4:00 Graduation
5:00 Finish 5:00 Finish
Fr i
• If there is anything you don’t understand ask at
any time during the training.
• All cell phones must remain off during the
training.
training at the designated time.
• When in the factory environment, be aware of
safety issues and try not to disrupt the
production in areas outside the Kaizen project.
6S - Sort, Set in Order, Shine, Standardize, Sustain, Safety
VMS - Visual Display, Visual Measurement, Visual Controls
Q
• Stability comes from involvement of the 4 M’s
• A 6S foundation supports and sustains – Standardized work
– Total Productive Maintenance
• The foundation of production or project
execution is S tandards (SOP)
– What is supposed to happen
• The foundation of excellence is
adherence to s tandards .
What is a Standard?
• Standards make abnormalities obvious so that corrective action can be taken.
– A good standard is s imple, clear and visual.
– Standards are linked to action and pos ted at the point of use
– Self-explaining
– Self-ordering
– Self-improving
within five minutes
or office should look in terms of:
– The physical environment:
• S.O.E. compliance
customer orders:
• Location in the factory
V i s
y s
l s
•Involvement in improvement activities
•Adhere to Deliverables
Wall charts support the visual management triangle. They involve the team and
compel action.
Visual Systems
• A group of visual devices designed to share information at a glance.
• Four Visual Systems in increas ing power . – Visual indicator - tells (street signs)
– Visual signal – g rabs attention (traffic light)
– Visual control – limits behavior (parking lot lines)
–Guarantee – allows correct response only
(gas station automatic pump shut off)
“develop visual systems that talk to everyone”
statement of essential information.
• They are the first type of
display to be implemented
- White location lines
- Yellow limit lines
- Black and yellow
What else can you think off?
How to Implement Visual Display
• Identify the categories to focus on based on factory or office objectives - what
• Identify the problems associated with those categories - why
• Identify who needs to see the display
• Determine the best location - where
• Develop and test the display -how
• Finalize and implement the display
they lack a public interface.
• When computers offer expanded visibility
(graphic displays) they will play a larger role
on the factory floor.
Information must beInformation must be visiblevisible, available, available wherewhere it isit is
Area Baseline Inform ation: Area Map Checkli st o f
activities
Workplace Organization Sort Set in Order Shine Standardize Sustain Safety
Visual Display Environment Safety Operations Storage Quality Equipment
Visual Metrics Measu re- men t A ud ien ce Tracki ng
Method
Display
Method
Location
2. Identify: What needs to be
controlled? (pink cards)
required result (pink cards)
Levels of Visual Control
control, b. Evaluate each idea (refer to
control levels) c. Choose most effective
idea(s) and place card below. (blue
cards)
performed
1. Project Identification - Define the problem
Target Area: Identify area for implementation
People: Who do you need to talk to?, Who are the stakeholders
Visual
Workplace
Development
Chart
Control Development
• On time delivery of services – Briefs, Designs, Tech Packages, Samples
• Status of Product Development
Visual Metric: Definition
• Visual display of a key measurement (KPI) indicating the changing status of any process:
– Supply chain
– Support functions
– Keys to effective reporting and analysis
– What people need to make decisions
– Characteristics of “new” measures
• Examples of activity boards
Visual Control
not going to use it!
• To drive and fine-tune improvement activities
• To educate the factory staff
• Display at point of use
Project Name
Overall Measures
See Comment
%
• Present results in the appropriate form for your audience
• Post results in a place all the operators can see them
• Visually link results with specific improvements
• Report data in at the frequency required for timely decision making:
hourly-daily-weekly
• Exposes and explains the waste
• Shows improvements made and those left to implement
• Doesn’t rely on written language to communicate information
Day 1 Day 2 Day 3 Day 4 Day 5
Produced
Good
with This Data?
• How to keep track of the details
• How often to take the data
• Who will do the tracking
• How to display the data
• Where to locate the display
• Where is the data needed / useful
• On time completion of services to “your” customer.
• Speed at which you can fully develop a product from concept to production. Also know as “Dock to Dock, D2D” time.
• Hit rate - % of Successful projects (those introduced and sold in the marketplace) vs. those put through the process.
What metrics would be helpful to you?
54
L e a n V is u a l M a n a g e m e n t – c o lo r c o d e s y st e m U p d a t e d v e r s io n : 1
( 1 ). V is u a l C o n t r o l T o o ls F o r M a n i n S h o p F lo o r
C o l o r o f I d e n t i f ic a t io n P o s it io n
N o S p e c i fic C o l o r O p e r a t o r
B l u e C o lo r W a t er S p i d e r
G r e en C o l o r S u p e r v is o r
R e d C o lo r I n s p e ct o r / Q C
Y e llo w C o lo r M a in t e n a n c e
( 2 ) . V is u a l C o n t r o l T o o l s F o r M a t e r ia l s
• C o l o r B o x L in e f o r M a t e r ia l s B l u e B o x L in e M a t e r ia l b e f o r e p r o c e s s i n g
G r e en B o x L in e F i n is h e d G o o d s a f te r p r o c e ss in g
R e d B o x L in e ( ca n n o t m a r k o n t h e f lo o r
a n d w a l l) .
S c r a p e d e f ec t s, re w o r k , p e n d i n g
Y e llo w B o x L i n e A is le , o r s ta n d a r d W I P lo c a t io n
W h it e B o x L in e O t h er m o v a b l e a r t ic le s , E x : E m p t y b o x ,
F o r k L i ft , T r o l le y , D i s p la y s t a n d
( 3 ) . V is u a l C o n t r o l T o o l s F o r O p e r a t in g S t a tio n
• E x a m p l e : C o l o r c a r d f o r S tit c h in g
B lu e C o l o r C a r d M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
G r e en C o l o r C a r d U n lo a d F i n is h e d G o o d s
R e d C o lo r C a r d D e fe c ts , Q u a l it y p r o b l e m / N e e d s h e lp
f ro m W a t er S p i d e r o r S u p e r v is o r
Y e llo w C o l o r C a r d M a c h in e B r e a k d o w n
W h ite C o lo r C a r d C h a n g e O v e r
( 4 ). V is u a l C o n tr o l T o o l s F o r M a c h in e
• A n d o n S y s te m
B lu e L ig h t M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
G r e en L ig h t U n lo a d F i n is h e d G o o d s
O r a n g e L ig h t D e f e ct s , Q u a l it y p r o b l e m / N e e d s h e lp
f ro m W a t er S p i d e r o r S u p e r v is o r
Y e llo w L i g h t M a c h in e B r e a k d o w n
55
Definition: Visual Control
• Visual controls are methods and devices that alert employees that specific actions need to be taken.
– Undesirable condition in the process
– Schedule production activities
– Safety issues (SOE)
(1)
V i s
y s
l s
Switching off Automobile Lights
1. Define the
controlled?
• For the category you selected, decide
what needs to be controlled
• Write the items on a card
• Post them on the development chart
• Control cards should be: Pink
• Set a target result for what needs to be controlled
• Be specific; quantify if possible
• Ask: When we achieve the desired control level, what will be the tangible benefit?
• Write the target on a card
• Post it on the development chart
• Target cards should be:
the team.
employees.
standards
• Fact cards should be: Yellow
per card
word
• Write clearly so that others can
understand what you write
each activity and post ideas on a chart
• Evaluate the control level and potential
impact of each idea
• Idea cards should be:
• Determine time-line
• Assign responsibilities
• Get authorization
outcomes (Visual Metrics)
• Implementation cards should be: Pink
• Be easy to implement
– Visual Controls
– Visual Metrics
– Visual Displays
Managers and Supervisors
• Draw an area map for your department: – Label the location of each item and elements
of processing (operations, movements, stores, inspections)
– Show the flow of material and people by using arrows
• Complete the workplace diagnostic checklist
• Identify additional baseline measures
73
Visual Factory, Visual Office a facility which anyone will know in 5 minutes who, what, where, how and why of any
Sharing all information about activities lets everyone understand how closely
performance conforms to expectations.
Sharing information about standard specifications and methods lets everyone
identify non-conformance as it occurs and helps to correct it.
Level 3: Build Standards into the workplace
Make the work environment (space limits, standard containers, equipment
barriers) COMMUNICATE established standards.
Level 4: Warn about abnormalities
Incorporate lights, alarms, bells, buzzers and other devices that alert workers
when an abnormality is detected, suchas as a defect generated or a shortage
of parts.
Level 5: Stop abnormalities
Prevent defects from moving or after detection by stopping the process or
rejecting the part. Devices are installed at the source of abnormalities.
Level 6: Prevent abnormalities
Level 6 means 100% prevention of abnormalities. Once the exact cause of a
defect is known, an error proofing device is installed to prevent the defect
from occuring at all.
Visual Factory, Office Levels
V I S U A L C O N T R O L S
Non-Lean Lean
No notification/information (Andon) Boards Used Notification/info (Andon) boards
No/little evidence of Lean metrics used Demonstrate use of key Lean Metrics
Variations in work performance Standardized work forms displayed/knowledgable workers
Standard procedures not being followed Workers do the job the same way every time
Dirty, cluttered, messy work areas Sparkling clean machines, tools, work areas and bathrooms
Messy bathrooms Designed area for empty/full containers
Materials piled everywhere Marked guages and key equipments
Unmarked gauges and tools Min/Max levels clearly marked
No min/max levels at line Shadow boards for tools that are used and maintained
Empty shadow boards, tools missing, disorganized Shiny clean floors, with postion & directional markings
Visual Factory
Non-Lean Lean
No production data visible (or outdated) Available team meeting areas - used frequently
Lack of conference room for teams to use Team data prominently displayed and current
Suggestion campaign old, suggestion box not active Teams implemented many of their own suggestions
Little implementation of suggestions accepted Proof of problem solving activities many places in factory
No problem solving involvement at operator level Use of 5 Why's
Team not actively involved in standardized work PDCA cycle followed by teams
Team not actively involved in work flow Aggressive team Standardized work input
Team not actively involved in visual controls Signs of Process variation reduction shown and displayed
Evidence of Teams
Non-Lean Lean
Usually done by one person Changeover done by a team
No tracking of changeover time Clear internal/external task identification
Most work done when machine is down Changeover Chart tracks times, improvements, goals, ideas
Lack of standarized methods Use of Changeover chart, visual orgnization used
No specific work task/procedures identified Standard methods followed for changeover by the team
Changeover
comprising of the following steps
• Sort (Organization)
V i s u
l a y s
V i s u
l a y s
V i s u
V i s u
Building a Foundation
•• A good 6S condition, in other words, a A good 6S condition, in other words, a
clean, safe well ordered workplace thatclean, safe well ordered workplace that
talks to you with visual aids is thetalks to you with visual aids is the
foundation of improvement.foundation of improvement.
The 6S system also establishes discipline in the workplaceThe 6S system also establishes discipline in the workplace
• Remove all unnecessary items from the work place.
• Define what is needed to meet production goals and remove everything else.
• Key tool – Red Tagging – Item classification
– Item ID and Quantity
– Reason for red tagging
• Red-tag targets
• Red-tag frequency
• Red-tag responsibilities
for my order?
not needed or in the wrong place
– Establish the rules
– Red-tag safety problems
• Should be in a location nearby
• Needs someone to be responsible for it
• Needs to be cleared out often (Weekly?)
• Should be highly visible
• Should be centrally located
• Should be clearly identified
• Schedule a red-tag pause
• Measure red-tag volume (make it visual)
• Commit to regular red-tagging
motion.
• After • Before
Storage of Dies in a Footwear Factory, now organized by size for quick
access and to minimize damage to die edge.
where they should be placed.
• What different colors mean
• Where people can walk
should look like.
State map and comment on:
– Current hassles
– Countermeasures
– Comments
Finished Goods
Lead-time through process = 44.3 Hours Buffer Inventory = 2 Days Material Handlers = 3
Trimming Operation
Trimming Operation
Buffer 1-Day
Buffer 1-Day
scale.
equipment.
safety issues and any unpleasant surprises.
• The 3 Keys to Organizing – Where?
– What?
– Parts and Materials, - make a grid system that identifies position.
Develop Color Standards
Your objective should be transparency, the location of everything must be so clear that:
• Anyone can find anything at any time.
• Out of Standard situations are obvious to everyone.
• Identify confidential information
Color of Identification Position
No Specific Color Operator
Blue Color Water Spider
(2). Visual Control Tools For Materials
• Color Box Line for Materials Blue Box Line Material before processing
Green Box Line Finished Goods after processing
Red Box Line (cannot mark on the floor
and wall).
White Box Line Other movable articles, Ex: Empty box,
Fork Lift, Trolley, Display stand
(3). Visual Control Tools For Operating Station
• Example: Color card for Stitching
Blue Color Card Material shortage / Load material
Green Color Card Unload Finished Goods
Red Color Card Defects, Quality problem / Needs help
from Water Spider or Supervisor
Yellow Color Card Machine Breakdown
White Color Card Change Over
(4). Visual Control Tools For Machine
• Andon System
Green Light Unload Finished Goods
Orange Light Defects, Quality problem / Needs help
from Water Spider or Supervisor
Yellow Light Machine Breakdown
Visual Systems
• A group of visual devices designed to share information at a glance.
• Four Visual Systems in increas ing power . – Visual indicator - tells (street signs)
– Visual signal – grabs attention (traffic light)
– Visual control – limits behavior (parking lot lines)
–Guarantee – Allows correct response only (gas station automatic pump shut off)
team members
chart.
• Draw the Future State Map
The 6S team must decide:
– What to clean (targets)
– How to clean (methods)
– How clean is clean
Be as specific as you can.
Inspect for sound, smell, vibration, temperature or other signs.
• Who cleans and when
given area is cleaned and inspected
The Office environment often contains confidential materials,The Office environment often contains confidential materials,
define what must be destroyed.define what must be destroyed.
• Find ways to keep the workplace clean
• Adopt cleaning as a form of inspection
• Make cleaning a part of everyday work
standard condition obvious.
• Example: Shadow Board for Tooling – What tools should be here
– What tools currently are here
– Who has taken a tool and when they will return it.
– Where does the tool go
• Create the rules by which the first 3 Ss will
be implemented and maintained:
all items
process step.
Fabric P.O.#
adherence to standards, 50 percent of
our problems automatically disappear
6S condition. A score card is normally
used which has been tailored to our
workplace.
work. Time must be set aside for this
activity.
key.
• Keys to Success:
• Properly train all office and factory staff
Sustain
jeopardize safety.
SOE guidelines.
stop the process if any safety risk is
present.
– Recognize and reward excellence
– Give the activity a unique identity, make it yours
• 6S core groups • Team responsible for sustaining 6S, ask for volunteers
from each area of the factory or office.
overall Lean Training Program
– 6S core group members: implementing 6S –
one day
one day
jeopardize safety.
guidelines.
process if any safety risk is present.
• Workers must be trained in Fire and Safety
hazards.
daily work
descriptions
– People learn at different speeds
– Areas are implemented at different times
• Get everyone involved and keep them involved
condition
(Organization)
Number of times job aids are not available or up to date
Number of times, last week, daily 5S inspections were not performed
Number of times that personal belongings are not neatly stored
Workplace Scan Diagnostic
2 Level - 2
00Category Item Total Score
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Date Rated
Safety hazards (water, oil, chemical, machines exist
Sort
(Organization)
Shine
(cleanliness)
Correct places for items are not obvious
Items are not in their correct places
Aisles, workstations, equipment locations are not indicated.
Items are not put away immediately after use
Height and quantitiy limits are not obvious
Standardize
(adherence)
Cleaning and looking for ways to keep it clean organized
Floors, walls, stairs, and surfaces are not free of dirst, oil, grease.
Equipment is not kept clean and free of dirt, oil and grease.
Cleaning materials are not easily accessible
Lines, labels, signs, etc. are not clean an unbroken
Other cleaning problems (of any kind) are present.
All standards are not known and visible.
Sustain
How many times, last week, was daily 5S not performed?
Stick to the rules
Maintain and Monitor the first 3 categories
Necessary information is not visible
All quantities and limits are not easily recognizable
Checklists do no exist for all cleaning and maintenance jobs.
How many items can not be located in 30 seconds?
Always consider the Safety of the Workplace
Fire exits marked with Visual Controls?
Safety
Fire extinguishers visible, and maintained in workable order?
All machines have safety devices installed where necessary?