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VM001
Visual Management


QUICK
SET-UP
Visual Management
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Visual Management


QUICK
SET-UP
Agenda
Time
Item
08:00 08:10
08:10 08:20
08:20 08:40
08:40 09:15
09:15 09:30
09:30 10:45
10:45 11:15
11:15 11:45
11:45 12:00
12:00 12:45
12:45 13:30
13:30 14:15
14:15 14:30
14:30 14:45
14:45 15:15
15:15 16:00

16:00 16:30
16:30 16:45
16:45
Opening
Introductions
What is Visual Management?
Workplace Organization
Break
Team Exercise: 5S X-Tag
Team Report Outs
Visual Display
Visual Measures
Lunch
Team Exercise: Visual Display & Measures
Team Break out
Team Report Outs
Break
Visual Management
Team Exercise: Area Assessment &
Implementation Plan
Team Report Outs
Feedback
Adjourn

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Visual Management

Module 1
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Introduction
Welcome, to the Visual Management Workshop !
In this Opening Module we will discuss:

Goals and Objectives
Benefits of the Visual Management
4 Phases of the Visual Management
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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 Goals
Make everyones 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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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
Lets 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
your current workplace
situation?
Consider:
Personal Safety
Physical environment
The processes
Information access
Safety
W P O Process
People
Data
Machines
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Visual Workplace Vision
Describe your
vision of what
the ideal
workplace is like
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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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The 4 Phases to Visual Management
Workplace Organization
Visual Display
Visual Measures
Visual
Management
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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:
Universally understood
Assure quality and consistency
Eliminate variation
Make abnormalities apparent
ALTO
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How many of these standards are
standard in your plant ?
STANDARD
CHANGEOVER
CLOCK
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How many of these standards are
standard in your plant ?
RED BOX SCRAP
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How many of these standards are
standard in your plant ?
T P M

BOARD
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How many of these standards are
standard in your plant ?
DOWNTIME / PRODUCTION DISPLAY
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How many of these standards are
standard in your plant ?
B O S CHART
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Visual Management

Module 2
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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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5SS
Sort
Stabilize
Shine
Standardize
Sustain
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Sort
The First S
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First S - Sort
Keep what is needed
Eliminate what is not
Identify what is out of place
X - Tag
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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
Determine time to hold
Move to facility holding area
Tag all Safety problems
X-Tag
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Never used
Once or twice a year
Once a month
Once a week
Once a day or more
Give, sell, or throw away
Store in a distant place
Store in the facility
Store in the area
Keep at the workplace or carry
How often is it used? What to do with it.
X-Tag Rule of Thumb
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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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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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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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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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5SS
Sort
X - Tag
Keep what is needed
Stabilize
A place for
everything
Everything in its
place
Shine
Cleaning is inspection
Standardize
Rules for the first 3 Ss
Sustain
Make it habit
Cooperation

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CATEGORY ITEM Yes No OBSERVATIONS
Have unnecessary items been X-tagged?
Are items neatly arranged?
Are walkways/work areas clearly outlined?
Are designated areas marked for incoming material?
SORT Are materials located in designated areas?
(Organization) Are designated areas marked for outgoing material?
Is outgoing material located in designated area?
Are information boards orderly?
Is indicated information found?
Is information current?
Do excess materials have a specific location?
Are excess materials in their location?
Is there a place for everything?
Is everything in its place?
STABALIZE Is it easy to see what belongs where?
(Orderliness) Are things put away after use?
Are tools organized and located in specific place?
Are only red containers being used for scrap?
Is rejected material properly identified?
Is rejected material stored in a designated area?
Is process scrap located in separate containers?
Is defective material located in separate containers?
Are sort and stabilize complete?
Are work areas clean?
Are aisles clear?
Are tools clean?
Is any material found on the floor?
Is equipment clean?
SHINE Do machines show evidence of old oil leaks?
(Cleanliness) Is cell inventory correctly identified?
5S Checklist
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Audits performed for 5Ss
Visual display of current
standings and progress
Emphasis on Sustaining
5S Audit
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
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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 5Ss
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Safety
Color coded guards and labeling
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Sufficient Room to Exit the Work Unit
One small exit for up to 9 operators
Exit
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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
Date
Cost
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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?
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5S Audit
Points Needing Attention
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Module 3
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Phase 2 of Visual Management is
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How do we create Visual Management?


One phase at a time...
The 1st Phase is
Workplace Organization
The 2nd Phase is Visual Display
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Are we ready for Visual Display ?
Before Visual
Display...
Implement

5 S
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Phase 2: Visual Display
Definition:

A method to visually
communicate
important information
in the workplace
Information regarding:
Safety
Quality
Operations
Equipment
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.
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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
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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
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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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Make Visual Display
easy, convenient, manageable
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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 ?
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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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20 Keys of Continuous Improvement
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Current
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20 Keys of Site
Excellence
1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2
Goal
Current
11-8
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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; dont 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 viewers attention
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Symbols make status visible and
easy to understand
What other information might be useful here ?
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What do these symbols tell us?
P1 Device
CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
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Capable
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Pictures Display Before and After
Improvements are easily documented with pictures
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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

Display used as a problem-solving tool
Sample
assemblies
are added
to display
every 2 hours
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Team decision-making tools
How do balance
boards and cross
training charts
become team
decision making
tools ?
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25%
Able to process
w/ direction
50%
Able to process
w/out direction

100%
Able to train entire process
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Employee Name
Skills Assessment
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James
Jerry
Dawn
75%
Able to process
and problem solve
Cross Training Chart
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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?
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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 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 teams 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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A daily working session at the start-up of the shift thats:
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.
Shift Start-Up Meetings
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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, its 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
Shift Start-Up Meetings
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Common Territory
Shared Territory
Provide teams the territory they need to succeed
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PRODUCTION PRESS
ARVIN EXHAUST - FRANKLIN PLANT October 17, 1997
FLOWER - Cosmos BIRTHSTONE - Opal
Happy Birthday
10/ 17 Audrey Lucas
10/ 18 Lula Vandeventer
Siberto Gonzales
David Koons
James Patton
10/ 19 Judy Hicks
10/ 21 Larry Burton
Catherine McTarsney
Angie Freeman
Douglas Hutcherson
David Thomas
Travis Burton
10/ 22 Phillis Burris
Timothy Sneed
Lori Smither
Tonya Jones
Warren Beeler
Randy Fisher
10/ 23 Debbie Ward
QUOTES OF THE
WEEK:

If you feel dog tired,
maybe it is because you have
growled all day

A little kindness may mold a
fine character.
UNITED WAY
WINNER - TV
On October 10th, the workers involved
in the United Way - Pacesetter
Campaign at the Franklin Plant, were
present for discussion of this year's
United Way drive. Those present
discussed ideas for future activities in
the United Way program at this Plant,
and we all wish to Thank those that
signed up or increased the contribution
to the United Way Drive.
The highlight of the lunch meeting was
the drawing for the Color TV set that
was awarded to a "Contributor", to this
years program. The lucky winner was:
Keith R. Park - from FPO Second Shift
(pictured above, right, with Facility Manager, Bob
Elliott)
Congratulations Keith !!!!!
Plant newspapers
provide excellent
opportunities
for recognition of
employees !
Extra ! Extra ! Extra !
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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?
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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!
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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 1st Phase is
Workplace Organization
The 2nd Phase is Visual Display
The 3rd Phase is
Visual Measures
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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
decisions about our
operations
To keep management
and shop floor
associates informed of
progress
If you are not going to
use data, dont collect it!
To drive and fine-tune our
improvement activities
To educate the plant
community
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Seeing is believing !
Effective analysis requires
effective reporting

How we report and display
data will affect how we think
about it

I should have
implemented
this idea sooner!
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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
Dont 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 ?
Uptime /
Downtime

P P M

Process
Capability
Supplier
Quality
Lost
Time
Accidents
Floor Space
Manufacturing
Scrap
Changeover
Time
Cross
Training
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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
Production Counters
Error Proof Symbols
P.I. Indicator
Lost Time Accidents
5 S Audit


Downtime Clock
Process Capability Logo
Bottleneck Symbols
Current Part Running
Limbo Bars
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
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?
5 S Audit Tools
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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
Data Analysis
Improvement
Activities
Improvement
Tracking
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25 50
100 75
TREND LINE SUGGESTIONS
DATE:_______________
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
Ref #
Suggestions
Resp
Comp
Date %Comp
Ref # Description
IMPROVEMENT TRACKING ANALYSIS (PARETO)
BOS Key Measurable
LINE:________________
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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
1. For each item listed fill in an observation to indicated whether or not the work group is currently working on this.
2. If there are any changes desired please indicate those in the Desired Changes column.
3. In the column labeled Priority indicate if the change can be implemented in:
1) 36 Hours
2) 5 Days
3) 2 Weeks
4. Fill in any additional items that are observed in the work area and fill in all categories.
ITEM OBSERVATION DESIRED CHANGES PRIORITY
Changeover Clock Dedicated Line-clock is not
needed
Redistribute the clock to a needy cell 1
P.I. Indicator
Production Counters
Changeover Graph
Bottleneck Operation
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Module 5
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How do we create Visual Management?

One phase at a time...
The 1st Phase is
Workplace Organization
The 2nd Phase is Visual Display
The 3rd Phase is
Visual Measures
The 4th Phase is Visual Management
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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
Safety
Operations
Equipment
Quality
Storage
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Status at a Glance
Production counters
Downtime/Uptime clocks
Change-over clocks
BOS charts
What do certain visuals communicate and how do we use
them to manage?
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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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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?
Visual Management
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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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25%
Able to process
w/ direction
50%
Able to process
w/o direction
75%
Able to process
& problem solve
100%
Able to train others
on entire process
Employee Name
Skills Assessment
Joe
Bob
Betty
Cross Training Chart
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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
Characteristic
P
o
t
e
n
t
i
a
l

S
t
u
d
y

L
o
n
g

T
e
r
m

S
t
u
d
y

Cp Cpk Study Date
Capable
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CAPABILITY
Machine Number
Machine Type
Restudy Date
Person Responsible
Characteristic
P
o
t
e
n
t
i
a
l

S
t
u
d
y

L
o
n
g

T
e
r
m

S
t
u
d
y

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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THE VISUAL FACTORY CHECKLIST
ATEGORY ITEM YES NO
Changeover tools are within reach
Tooling is well organized
Machines and equipment are clean and painted
Unnecessary items are cleared
Workplace organization and orderliness
5S Aisles are well marked and clear
There is a place for everything and everything in its place
Housekeeping responsibilities are assigned
Disciplined approach to clean work area
All bins are labeled and no parts are on the floor
All personal items are stored in lockers
Method to identify hold and reject parts
Supplier defects are segregated
Business Unit/department display visible
Cell displays conform to the unit/department standards
Using standard changeover clock
Part counter displayed
Downtime clock in use
Red box scrap method in use
Work instructions displayed at the point of use
Min/Max Limbo bars for inventory
Current part number and next part number displayed
Kanban system in use
Kanban system for MRO
Kanban system for Tooling
First piece displayed
Boundary Sample board
VISUAL Customer/Supplier information displayed
DISPLAY Bottleneck machines are identified
Bottleneck cycle time is on the balance board
Changeover signal to synchronize cell
Changeover stock staging area for fast changeover
Error proofing devices are on the PM check
ATPM boards using tags and action status in each cell
Cumulative downtime clock displayed in each cell
Proper lighting and air handling
Cell number, customer and product posted at each cell
Employee information board is in a standard format
Key measures are trended and up to date
Team project display with before/after/future pictures
Defects are displayed with arrows and action plans
Safety rules are posted and followed
Color coding and symbols are used for quick identification
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THE VISUAL FACTORY
IMPLEMENTATION PLAN
Implementation Objectives:
1. Begin immediately and involve all cell members.
2. Capture before condition.
3. Identify areas of greatest opportunity.
Activities Week 1: Responsible:





Activities Week 2: Responsible:





Activities Week 3: Responsible:





Activities Week 4: Responsible:





Key Support People:
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End of Visual Management