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Visual Management

Visual management is a set of techniques that 1) Expose waste so you can eliminate it and prevent it from

recurring in the future,

2) Make your company’s operation standards known to all employees so they can easily follow them, and

3) Improve workplace efficiency through organization.

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V M Steps

C o n tro llin g a ll you r w orkp lace p ro ce sse s by e xpo s in g a n d s to p p in g e rro rs-a n d p re ven ting th e m in th e fu tu re

E n surin g th a t a ll yo u r re q u ire d w o rk s ta nd a rds a nd re la ted in fo rm a tio n a re d isp la ye d in th e w o rkp la ce

O rg an iz ing you r w orkp lace by u sin g a m eth o d kn o w n a s th e 5 S 's(so rt, sh in e , se t in o rde r, s ta nd a rd ize , a n d su sta in )

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V M –What it does

Improve the "first-time-through" quality of your products or services by creating an environment that:Prevents most errors and defects before they occur. Detects the errors and defects that do occur and enables rapid response and CA. Establishes and maintains standards for zero errors, defects, and waste.

Improve workplace safety and employee health by: Removing hazards. Improving communication by sharing information openly Creating compliance with all work standards, reporting deviations, and

responding quickly to problems.

Improve the overall efficiency of your workplace and equipment, enabling your organization to meet customer expectations.

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V M –Areas to focus

You can effectively gain control over your company's manufacturing or business processes by focusing on the following areas

Value-added activities (Work process and methods of operation)

Information sharing

Source, in-process and outgoing inspections

Material quantities and flow (Storage, inventory and supplies)

Health and safety

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V M –Start activities

M a ke su re th a t a ll e m p lo yee s un d ers ta nd a nd fo llo w yo u r co m p a ny's sa fe ty re gu la tio n s a n d p roce du re s a s th ey m ake ch an g es

A rran g e fo r ta g s, c lea n ing m ate ria ls , pa in t, la be ls , m a rk in g ta pe , a nd s ig n m a te ria ls.

C re a te s to ra g e ("re d ta g ") a rea s fo r h o ld in g m a te ria ls yo u w ill rem o ve

T ra in a ll in vo lved e m p loye es a bo u t th e v isua l m a n ag e m e nt te ch n iq u es

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Steps for – 5S-SORT

Goal is to keep w hat is needed and remove everything else

A fte r f ive da ys , m ove a n y ite m tha t yo u h a ve n 't n e ed e d to a ce n tra l re d -ta g s to ra g e a rea fo r an o th e r 3 0 d a ysU se a lo gb o o k to tra ck w h a t yo u d o w ith a ll re d -ta g ite m s

T ie red tag s to a ll th e ite m s yo u re m ove fro m yo u r w o rk a re a . P lace th e item s in a te m po ra ry"re d -ta g s to rag e " a re a fo r f ive d a ys

D e c id e ho w yo u w ill p re ve n t th e a ccu m ula tion o f u n ne ce ssa ry ite m s in th e fu tu re

F in d a no th er s to rag e a re a fo r a ll su pp lies tha t yo u ne e d b u t d o n o t u se e ve ry d ay

R e d uce th e nu m be r o f ite m s in yo ur im m e d ia te w o rk a rea to ju s t w h a t yo u a c tua lly n e ed

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Categorising things being used and not used

•Sufficient functions, Sufficient period, Sufficient amount

•Insufficient functions, insufficient period, insufficient amount

•Prefer not to use•Seems unnecessary

Things

Can be Used

Cannot be used

Unlikely to be used

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Inventory organisation system

Cannot be used orUnlikely to be used

Inventory items

Can be used

Rarelyused

Occasionally used

Often Used

Use frequency Description Organisation

Method

• Defective goods and dead inventory that will not be used

•Used twice a year

• Used once every one or to months

• Used every hour or every day

•Discard

• Remove from factory and store else-where

• Store near Operation Where used

• Keep close at hand at all times

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Sorting Criteria Chart

Frequency of use ActionNever(unneeded) Throw away

Once a year Place in Storage<one month Store in factory/officeOnce a week Store in general work area

Once a day or more Carry or keep at workstation

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Red Tag Information

ItemNameQuantityIDValueDate tagged with reasonDept., Shift, OperatorDisposal methodRed-tag holding area log-in dateHolding area removal-disposal date

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Steps for – 5S-SHINE

C le a n yo ur w o rkp la ce b y e lim ina tin g a ll fo rm s o f co n ta m ina tio n ,in c lud in g d irt, d u st, f lu id s , a n d o the r de b ris

S h ine you r ad m in is tra tio n , sa le s , pu rch a s in g , accou n ting , an d en g ine e rin g a re as a s w e ll

K e ep in g e qu ip m e nt c lea n an d "sh in y" sh ou ld b e a p art o f yo ur m a in te n an ce p roce ssT e a ch the co n cep ts o f " c le an ing a s in spe c tio n " a n d "e lim ina tin g sou rces o f co n ta m in a tio n ."

C le an in g is a lso a go o d t im e to in spe c t yo ur e qu ip m e ntto loo k fo r ab n orm a l w ea r o r con d it io n s th a t m igh t le a d to eq u ipm en t fa ilu re

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Cleanliness steps

Step 1: Determine cleanliness targets.

Step 2: Determine cleanliness assignments.

Step 3: Determine cleanliness methods.

Step 4: Prepare cleanliness tools.

Step 5: Implement cleanliness.

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Methods for cleanliness maintenance

Cleanliness Maintenance

Discovery of abnormality or slight defect

Instant Maintenance Requested Maintenance

•The operator immediately restore or improves upon the abnormality or slight defect.

•If unable to immediately restore or improve upon the abnormality or slight defect, the operator requests help from the maintenance department.

Cleanliness Maintenance

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Steps for – 5S-SET IN ORDER

You evaluate and im prove the effic iency of your current workflow,the steps and m otions em ployees take to perform their work tasks

P o s t th e d ra w in g o f the n ew w orkp la ce la yo u t in yo u r a rea

M a ke a p la n fo r re loca tin g ite m s tha t ne e d to b e m o ve d so you ca n m a ke you r ne w ,e ff ic ien t w orksp ace a re a lity

D ra w a m a p o f a m o re e ff ic ien t w o rkspa ce ,sh ow in g the rea rran g em en t o f e ve ry ite m tha t ne e ds to b e m oved

U se th e m a p to ide n tify w a s ted m o tio n o r co n ge s tio n ca u sed by e xce ssive d is tan cestra ve lle d , u nn e cessary m o vem e nt, an d im p rop e r p la ce m en t o f too ls an d m a teria ls

C re a te a m a p o f yo u r w o rksp a ce tha t sho w s w h ere a ll thee q u ip m en t an d to o ls a re cu rre n tly lo ca ted

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SET IN ORDER – Work Sheet

Item to relocate Old location Proposed location Appd. By Responsibility Time Status

Date: Dept: Prepared by:

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Stages in development of orderlinessfor jigs and tools

Stage 0: No sense of Orderliness.

(The workplace is in complete disorder.)

Stage 1: Easy-to-understand Orderliness..

(Jigs and tools are kept in groups..)

Stage 3: Orderliness so simple that workers can maintain it with their eyes closed.. (We know it by heart.)

Stage 4: “Just let go” Orderliness.

(We do don’t even have to return it.)

Stage 5: Orderliness eliminates some jigs and tools

(We no longer need them.)

Stage 2: Easy-to-confirm Orderliness..

(Visual confirmation of where to return jigs and tools.)

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5S-Standardize

Make sure that team m embers from every w ork area follow the sort, shine, and set-in-order steps

M a ke you r sta nd a rds a re kn o w n to e veryon e so tha t an yth in g o u t o f p la ce o rn o t in co m p lia nce w ith you r p roce d ure w ill b e im m ed ia te ly n o tice d .

H a ve e veryo n e w rite d o w n the ir ide a s fo r red u c in g c lu tte r,e lim in a ting u nn e ce ssary item s , o rg an iz ing , m a k ing c le a n in g ea s ie r, e s ta b lish in g s ta nd a rd

p ro ce d u re s , an d m a k in g it e a s ie r fo r e m p lo ye e s to fo llo w th e ru le s.

S h are in fo rm a tion a m o ng tea m s so th a t th ere is n o co n fu s ion o r e rro rs re g ard ingL o ca tio ns

D e live ry, D e stin a tion s , Q ua n tit iesS ch ed u les , D o w n tim e , P roce d ure s an d s ta n da rds

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4. Seiketsu (standardisation)

Ways to prevent generating unneeded items

Because they are not needed

Why throw the items away ?

Ways to prevent back sliding in orderliness condition

Because they tend to revert to their previous level

Why 3S conditions deteriorate ?

Ways to prevent contamination

Because it becomes dirty

Why sweep the floor ?

Throw away unneeded items

Arrange things in an orderly fashion

Clean dirty place

Unneeded items are accumulating everywhere

No one know exactly where to find things

The workplace is dirty and nobody cares

Organisation Orderliness Cleanliness

No standardization

Basic level of standardization

Advanced level standardization

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Integrate 3S duties Into regular Work activities

Three salient points of visual 5S are

•Anyone should be able

•To distinguish between normal and abnormal conditions

•At a glance

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Three ways to develop unbreakable standardised cleanup.

•Unbreakable organisation

•Unbreakable orderliness

•Unbreakable cleanliness

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Prevent unwanted items from accumulating (preventive organisation)

Procure and produce

only those items which are required,

only when they are required

and in exact quantities.

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Procure and produce only what is needed, only when it is needed, and only in the amount needed.

Awareness revolution

Step 1

The 5S’s (what, where, and how many)

Step 2

Line integration

Step 3

One-piece flow

Step 4

“Pull” production (kanban)

Step 5

Production leveling

Step 6

Standard operations

Step 7

How to prevent accumulation of unwanted items

Step 6

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How to prevent things from putting back

Orderliness also implies its opposite (that is, the disorderly placement of things).

Preventive Orderliness means keeping Orderliness from “breaking down.”

Orderliness must be applied to everything – from inventory to tools and from documents to stationary supplies – to eliminate the inefficiency that results from the lack of orderly control of such items.

To achieve preventive Orderliness

1. Make it difficult to put things in the wrong place

2. Make it possible to put things in the wrong place

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Techniques to eliminate need

• Suspension

• Incorporation – means creating a smooth flow of goods or operations in which

1. Jigs, tools, and measuring instruments are smoothly integrated and

2. Such devices are used without having to be returned

• Use elimination – suspending or incorporating jigs, tools, or measuring instruments effectively eliminates the need to return them after each use.

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Techniques for achieving unbreakable orderliness

• Tool unification – combining the functions of two or more tools

into a single tool

Ex: fastener that require a screwdriver, conform to the same

kind of screwdriver, flat-tip or Phillips.

• Tools substitution – using some other tool to serve the tools

function

• Method substitution – efficiency can be improved by replacing

a method with another method

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5S-Sustain

The gains you make during the above four steps are sustained when:

T h is h e lps yo ur com p an y to m a in ta in a cyc le o f con tin uo u s im pro vem e nt

E n co u rag e a n d re co g n ize th e ach ie vem e nt o f a ll w o rk a rea s th a t a re a b leto sus ta in the ir v isua l m a n ag e m e nt e ffo rts.

R e e va lu a te yo u r w o rksp a ce u sin g th e S u s ta in E va lu a tio n F o rm

T h e w o rkp la ce is w e ll o rd ere d a n d a d h ere s to the n ew p ro ce du resa ll yo u r e m p lo ye e s h ave ag ree d up on

A ll em p lo yee s a re tra in ed an d use v isua l m a n ag e m e nt te ch n iq u es

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Sustain Evaluation Form

Y/N CommentsAre all items in the work area necessary?Have unnecessary items been red-tagged?Have red-tagged items been removed?Have all ares been cleaned?Has a cleaning schedule established?Is the location for every item in the work area defined?Is every item in its defined location?Have standards been established?Are standards posted?Have comapany-wide standards been adopted in the area?Is the evaluation being completed on a regular basis?Are all schedules, such as the cleaning schedule, being followed?

Set in order

Standardize

Sustain

Visual Management Sustain evaluationSort

Shine

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5S Introduction steps

Establish 5S promotion organization

Establish 5S promotion plan

Establish 5S campaign materials

In-house education

5S implementation

Red-tag strategy (for Organization)

Cleanliness

Signboard strategy(for Orderliness)

5S evaluation and follow-up

Discipline

Step 1

Step 2

Step 4

Step 5

Step 6

Step 3

Standardized Cleanup

Intensive Improvements