Visual Management

Quick Review

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What Comes to Mind When You See This?

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Definition

Visual Management is the use of controls that will enable an individual to immediately

recognize the standard and any deviation from it.

• Self Explaining• Self Cleaning• Self Regulating• Self Improving

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Visual Management

• Visual Management is used to ensure that:

- There is nothing extra- The environment is immaculate, safe, and self-cleaning- Standards are easy to recognize and abnormal conditions

are easier to correct- Performance and progress are readily apparent- Zero Defects is a reality!

In a visually managed workplace anyone will know the who, what, where, when, why and how of an

area within 5 minutes

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Why Visual Management ?

• Increase Safety • Enhance Quality • Reduce searching time• Increase job satisfaction• Eliminates many frustrations• Improve communication

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Six Levels of Visual Management

Visu

al Con

trol

Visu

al Disp

lay

1. Share information.

2. Share standards at the site.

3. Build standards into the workplace.

4. Warn of abnormalities (built-in alarm).

5. Prevent defectsfrom moving onin the process.

6.Error-Proof

(defect free)

5S workplace organization:Sort, Store, Systematic Cleaning, Standardize, SustainWorkplace

organizationand

standardization.

Visual Displays,levels 1 and 2,share information:• signboards• demarcations• std instructions

Visual Control,levels 3-6, preventdefects and errors:• metrics/status board• error prevention boards• Andon lights

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How Do We Implement Visual Management?

• Start with the foundation - 5S (work place organization)

• Build the second level- Visual Displays (communication)

• Build the third level - Visual Controls (control the standard)

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Seiri - (Sort)Seiton - (Simplified Storage)Seiso - (Shine)Seketsu - (Standardize)Shitsuke - (Sustain)

A Set Of Agreements Made By The Natural Work TeamConcerning Work Place Organization

The agreements will govern work group operations.

The 5S’s Are:

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• Safer working conditions • A cleaner and more organized work area.• Quality Improvement – a standard way to do things• Reduction in non-value added time.• Effective work practices and processes.

• 5S visually demonstrates that change is happening.• It’s quick, makes an immediate positive impact, and can be fun.• 5S facilitates change towards a culture of continuous improvement.

The Benefits Of 5S

5S provides a basis for being a world-class competitor andthe foundation for a disciplined approach to the workplace.

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Review: 5S Levels Of Achievement

LEVEL

5Continuous

Improvement

LEVEL

4Focus OnReliability

LEVEL

3Make ItVisual

LEVEL

2Focus On

Basics

LEVEL

1Just

Beginning

Sorting Simplifying System Clean Standardize Sustaining

Cleanliness problemareas are identifiedand mess preventionactions are in place.

Cleaning schedulesand responsibilitiesare documentedand followed.

Initial cleaning isdone and messsources are knownand corrected.

Necessary and un-necessary items areidentified; those notneeded are gone.

Needed and notneeded items aremixed throughoutthe area.

Items are randomlyplaced throughoutthe workplace.

Needed items aresafely stored andorganized accordingto usage frequency.

Needed items areoutlined, dedicatedlocations are labelledin planned quantities.

Minimal neededitems arranged inmanner based onretrieval frequency.

Needed items canbe retrieved in 30seconds withminimum steps.

Potential problemsare identified andcountermeasuresdocumented.

Work area cleaning,inspection, andsupply restockingdone daily.

Visual controls andindicators are setand marked forwork area.

Key area itemsare marked to checkand required level ofperformance noted.

Key area itemschecked are notidentified and areunmarked.

Proven methods forarea arrangementand practices areshared and used.

Proven methods forarea arrangementand practices areused in the area.

Agreements onlabelling, quantities,and controls aredocumented.

Work group hasdocumented areaarrangement andcontrols.

Work area methodsare not alwaysfollowed and arenot documented.

Root causes areeliminated andimprovement actionsinclude prevention.

Sources, frequencyof problems arenoted w/ root cause& corrective action.

Work group isroutinely checkingarea to maintain5-S agreements.

Initial 5-S levelis established andand is posted inthe area.

Work area checksare randomly doneand there is no5-S measurement.

Implementation: First by Row

Thenby

Column

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Separate the necessary from the unnecessary.

• Identify what is required to work a process or perform a particular operation or task.

• Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other ‘stuff’ from the area.

Easing access to necessary items by eliminating the unnecessary.

Sorting

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Simplified Storage

Store It: Create a place for everything.

SIMPLFY -• Organize materials according to frequency of use.

• Implement visual aids to improve communication.

A place for everything and everything in place.

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Perform daily cleaning and inspection of areaand equipment to determine status and needfor corrective and preventive action.

Shine (Systematic Cleaning)

A process developed and used by the team.

• Decide how to make multiple-shift decisions.• Plan how to coordinate and communicate with other areas.• Identify key points to check to ensure proper performance.• Determine acceptable performance.• Determine corresponding visual indicators and controls.• Mark equipment and controls.• Establish ‘who and when’ cleaning plan.• Conduct daily cleaning and inspections.

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Determining, sharing, and using the bestprocesses and methods.

Standardization serves to minimize variation and the effect of variation on quality and speed

Standardize

• Document present work area agreement and routine checks.• Share the standard method across similar work areas.• Document new standard methods as improvements are made.• Review standardization activities, logistics, and support.

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Keeping the gains and building further progress.

Pride in improvement, accomplishments, and the desire to do more.

Sustain

• Determine the 5S level of achievement.• Perform routine checks.• Analyze results of routine checks.• Measure progress and plan for continuous improvement.•Review the planned activities of sustaining.

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A Place For Everything

At a glance: “Do I have the tools and equipment to do my job?”

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Organizing the work station supports standard work.

No Room For Chaos

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Six Levels Of The Visual Business

Visu

al Con

trol

Visu

al Disp

lay

1. Share information.

2. Share standards at the site.

3. Build standards into the workplace.

4. Warn of abnormalities (built-in alarm).

5. Prevent defectsfrom moving onin the process.

6.Error-Proof

(defect free)

5S workplace organization:Sort, Store, Systematic Cleaning, Standardize, SustainWorkplace

organizationand

standardization.

Visual Displays,levels 1 and 2,share information:• signboards• demarcations• std instructions

Visual Control,levels 3-6, preventdefects and errors:• metrics/status board• error prevention boards• Andon lights

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Visual Displays• Visual displays share information and / or standards

• Show how to do the job (standard, agreed-upon best practice).• Show how things are used.• Show where things are stored.• Show performance status.• Identify hazardous areas

Visual Displays Communicate

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Visual Controls

• Visual Controls build standards into the workplace and warn, stop or prevent abnormalities • Control inventory levels.• Indicate when people need help.• Mistake-proof the operation.

Visual Controls Control

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Types Of Visual Displays and Controls

Examples :

A: Passively shares information by indicating or telling.

B: Sends information by first catching attention.

C: Sends information and limits responses.

D: Ensures the right thing will happen.

stopsign

alarmclock

speedbump

different-sizemail slots, etc

Visual Management

Quick Review