f34 - visuals to improve workplace - manos - handout

8/10/2019 F34 - Visuals to Improve Workplace - Manos - Handout

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Profero, Inc. 2011

Visuals to Improve Your Workplace FABTECH 2011

Profero, Inc. | Leaders in Lean Enterprise

Profero, Inc.

9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601

www.proferoinc.com

Profero, Inc. 2011 1

Visual Controls to ImproveWork

F34

Tuesday, November 15th

10:30 am 12:30 pmPresented by: Anthony Manos

2

Agenda

Introduction to visual workplace

Senses

Types of visuals

Examples, examples, examples

Wrap-up


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Profero, Inc. 2011


3

Class Management

Please place cell phones on vibrate or off

Please, no texting in class

Ask questions anytime If a question requires a more in-depth answer, we may

cover it off-line

Breaks will be taken when needed

Will monitor pace and ask Too fast or too slow?

Be comfortable!

Please participate to maximize learning


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Brief History of Lean

Henry Ford mass production (c.1900s - 1930s)

Taiichi Ohno, Shigeo Shingo - Toyota(c.1950s+)

JIT & Quality Circles (c.1980s)

Lean Manufacturing (c.1990s)

Lean Enterprise (c.2000s)

Lean Accounting, Lean Healthcare, Lean NewProduct Development, Lean IT, etc.


Leadership

5SVisual

Standard Work

Batch Size Reduction Quick Changeover

Pull System & KanbanCellular & FlowTPM

V

SM

Error-proofing

Teams

Problem Solving

Planning

Kaizen

POUS

Lean Enterprise

Layout

Building Blocks of a

Lean Enterprise


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8 Wastes of Lean

Overproduction

Motion

Inventory

Transportation

Waiting

Under-utilized People

Defects Over-processing


OverproductionDoing more, earlier or faster

than the next operation needs it

or is ready for it

Asking for things much

earlier than needed Making too many copies

of reports

Batching work

How can you spot

overproduction? ____________________

____________________

____________________


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Not tapping into people's

education, skills, experience,

training, creativity, etc.

This is not about the

hands, it is about the

head

It is a loss of intellectualcapital

Respect for people

How would you know that

we are tapping into

peoples ideas?

____________________

____________________

____________________


DefectsErrors, mistakes, rework, etc.

Information that is not

Accurate and Complete Anything with the letters

re in front of it rework,

redo, rewrite, reword,

review, repair, replace

How does this affect your

work? ____________________

____________________

____________________


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Over-processing

Doing more than the customer

asks for and would not be willing

to pay for it.

Thats the way I always

done it. syndrome

Overly complicated forms

Bureaucracy

Misinterpretation of

regulations

Fear of litigation

Why do we do more than

we need to?

____________________

____________________

____________________


Visual & 8 Wastes8 Wastes

Overproduction

Motion

Inventory

Transportation

Waiting


Defects

Over-processing

Visual examples toeliminate waste

_________________

_________________

_________________

_________________

_________________

_________________

_________________

_________________


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Everyday Visual Controls


Information and Baseball

What do you need to know?


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Benefits of Visual

Easy to understand especially for English as aSecond Language (ESL)

Standards a clear to everyone, better quality,increased productivity

Faster recognition of abnormal situations andcorrective actions

Reduces waste and makes the workspacemore orderly & pleasant to work in

Impresses customers, potential customers,visitors & auditors

Improved communication, motivation, safetyand morale


Visual Controls as Communication

Tools

Visual controls expose waste so we canreduce or eliminate it

Visual controls help in:

Improving motivation & morale

Focus on safety

Pride of workplace & workmanship

Visuals and performance metrics What gets measured, gets done

Policies drive behaviors


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Information Flow

Old Way Visual Way

Top Down Every direction


Information Needs & Sharing What information do

people need to do

their job?

What information do

they need to share

with others?

Is it visual?Information

Information


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Visual Goals

Relay useful information to those who

need it

Control or guides groups & individuals

Prevent errors or mistakes & remove

guesswork

Reduce waste

Keep things running smoothly & safely

User friendly


World Class Visual Controls Anyone knows whats going on by looking

around

You do not have to wait for information to

do your job

Everyone passes the 30 second test


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Profero, Inc. 2011



Communication Story

Operators standing

around (waiting

waste)

What information do

they need?

Make this visual


Nervous System True visual management goes far beyond

having a clean and well-organized factory

Visual management provides real-timeinformation and feedback regarding thestatus of the plant

It is a company-wide "nervous system"

that allows all employees to understandhow they affect the factory's overallperformance


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Status

True visual management shares real-time

information about the status of our

organization:

What are our goals?

What are our key measures?

How are we performing in relation to those

goals?

What is preventing us from reaching our

goals? Most importantly, how does my individual

effort contribute toward success?


Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com


Senses

We use all our available senses


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Five+ Senses

Traditionally, we were

thought to have just

five senses

Sight

Hearing

Touch

Smell

Taste

Scientists now

recognize that we have

several additional kinds

of sensations, such as

pain, pressure,

temperature, joint

position, muscle sense,

and movement, but

these are generallyincluded under "touch"


Factory Senses Sight

Hearing

Touch

Smell

Taste

People use their senses

continually

Humans are extremely

visual

Hearing never sleeps

The body has touch

sensors all over

People can associate

smells with memory

Taste & smell extenuate

each other


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Color Measure

Opaque non-metals

Metals

Translucent

Transparent

Hue describes color

Value light or dark

Chroma differencefrom a gray

Munsell Book of Color

CIE InternationalCommission onIllumination (1913) forum for light andlighting

CIE XYZ Scale (c.1920s)

CIE L*a*b* (1976)

CIE L*C*h


CIE L*C*hL= lightness

h = hue

C = chroma

Red

Green Yellow

Blue

White

Black


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Color Standards

Over 100 separate standards for colors

American National Standards Institute

(ANSI), American Society for Testing and

Materials (ASTM), ISO (International

Organization for Standardization),

Occupational Safety and Health

Administration (OSHA)


Color Standards

Pumpkin/squash color standards

Canned ripe olive color standards

Frozen French fried potatoes standard


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OSHA Recommendation

The following color scheme is recommended byOSHA:

"DANGER" - Red, or predominantly red, withlettering or symbols in a contrasting color

"CAUTION" - Yellow, or predominantly yellow,with lettering or symbols in a contrasting color

"WARNING" - Orange, or predominantly orange,with lettering or symbols in a contrasting color

"BIOLOGICAL HAZARD" - Fluorescent orangeor orange-red, or predominantly so, with letteringor symbols in a contrasting color


OHSA Safety Color CodesSafety color code for marking physical

hazards. - 1910.144

Red fire protection equipment and

apparatus, safety cans, E-stops, etc.

Yellow shall be the basic color for

designating caution and for marking

physical hazards such as: striking against,stumbling, falling, tripping, and "caught in

between"


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Color Blindness

About 7 percent of men are red-green

color blind, compared to 0.4 percent of

women

Always back-up color-coding with symbols

or words




Visual Categories

Indicators

Signals

Controls

Guarantees


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Power Level

Extent that it will be obeyed

The potential risk or loss if it is ignored

Low, medium, high

From Dr. Gwendolyn Galsworth, Visual

Management Institute


1. Visual Indicators Shares information by displaying or

showing it.

Compliance or adherence is voluntary

Notice them or not, obey them or not,negative consequences are minimal

Supermarkets and retail stores

Tell us what, where, how much and howmany

Power Level is minor


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Indicators


2. Visual Signals Catches attention and delivers message

It changes

Flashing lights, red lights, green lights,

buzzers, bells

Power Level is Moderate


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Controls


4. Visual Guarantees Mistake proof, poke-yoke, error proof

Prevention

Eliminate quality defects

Locator pins, templates, counters

Power Level is Maximum


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Guarantee


Visual Device Summary

Type of Device Power Level Examples

Indicator

(tells only)

Minor Street signs,

departments signs

Signal

(gets attention)

Moderate Traffic lights, dept

store chimes

Control

(limits behavior)

Major Parking lot lines,

inventory lines

Guarantee

(mistake-proof)

Maximum Assembly

template, pins


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Profero, Inc. 2011


Profero, Inc. 2010

One-point Lessons

Simple

Used to train

somebody in about 10

minutes

Focus on one small

task or breakup larger

tasks into steps

Value-adders help

create

Use for continual

improvement




Types of Visual Controls

General

Performance

Production

Maintenance

Standard work


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General

Consider the audience

Visible from a distance

Legible

Symbols, diagrams, or pictures versus

words


How to Apply Visual Use Signs, Lines,

Labels and Color-

coding

Charts, pictures,

lights, scoreboards

Kanban, Andon lights

Inventory Levels

Examples

Productivity Goals

Quality Goals

Delivery schedules

Set-up specification

Safety Initiatives

Attendance Goals

Team Objectives


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More Examples of Visual

Signs

Charts

Goals

Pictures

Color coding

Lights

Scoreboards

VSM Current & FutureState

Standard Workinstructions

Tags

Forms

Training hours

Employees suggestions

Cross trained skills

Employee awards

Absenteeism

Critical maintenancepoints

Customer satisfactiongoals

Performance targets


Visuals Individual vs. Group

We can

work on this

together.

Lets

brainstorm

some ideas.

Whos working

on this

problem?


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Profero, Inc.


www.proferoinc.com

Visual Metrics

How are we doing?



Performance Need metrics to measure progress

towards goals or objectives

Foundation for effective communication

Caveat

What gets measured, gets done

Policies drive behaviors

Some traditional metrics need to be removedor eliminated before Lean implementation onthe floor


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Types of Metrics

Use standard definitions throughout theorganization

Decide what types of metrics will be tracked

Try the Balanced Scorecard approach

Examples Financial

Process

Performance

Human resources Customer oriented

Health & Safety


Examples of Traditional Metrics Sales per employee

Some MRP based measures like machineefficiency or utilization

Overtime

Short-term profit

Piece Part Incentives

EOQ

Volume discounts


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Essential Metrics

Start with the three essential metrics:

Quality

Cost

Delivery (or Service)

Cost Delivery

Quality

Cost Delivery

Quality


Examples of Other Lean Metrics Operating Expenses

Quality

Inventory Levels

Inventory Turns

OEE

Cost of quality

Turn around time

Training

Teams

VA versus NVA activity


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Communicating Metrics

Communicate progress towards goals

Make it meaningful

Everyone should know their role in

achieving the goals

Tie into reward & recognition


Quality First Pass Yield

Poka-yoke

Waste reduction

5S

ISO 9001

Problem solving tools

Supplier quality

Prevention versus detection Information flow

Statistical Process Control


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Organization

Vision

Action plans

Policy deployment

Training

Morale

Safety

Effective leadership

Incentives, reward & recognition


Dashboard View


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Management Controls


Quiz

Stop

Caution

Go


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Profero, Inc.


www.proferoinc.com

Visual Examples

Low cost solutions



Communication Boards


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Communication Board


Communication Boards



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Lean Communication Board

This is an example of a communication center that can be

setup to provide employees information related to a

companys Lean efforts

NOTES:

Use4' x8' Dry-eraseboard

Usecolorbackgrounds aroundpaper displaytod rawattention

Donotplaceanythinginfrontof theboard

Updatefrequentlyandwriteinthedateoftheupdates

Use4" lettersfortop of board,1 1/2" letters forothertitles

Placein location(s)mostappropriatefor viewingby allemployees

Communicate,communicate,communicate!

4'-0"

8'-0"

4" Lean Communication Board

LeanBuilding Blocks

VSMReview

81/2" x11" Paper

91/2"x 12"

Border

VSM Plan

VSM FutureState Map

11" x17" Paper

12" x18" Border

VSM CurrentState Map

11

/2"

VSM NotesLessonLearned5SNews

Lean Metrics

16 2/3

%

16 2/3

%

162/3

%162/3

%

162/3

%

162/3

%

CurrentProjectKaizenBlitz

8Wastesof Lean

LastUpdated: Monday12/31/99

Usethis areaas needed

foradditionalinformation

Writeindateeachtime

boardis updated

QualityCorner

SafetyZone

TPM-OEE

81/2" x11"

Paper

91/2" x12"Border

Lean News

1

0

0

9

08

07

06

05

04

03

0

4

0

5

0

10 %10 %10 %10 %

10 %

10 %

10 %10 %10 %10 %

1

2

3

4

5

5S


Wall Boards


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Visual Examples

Signs, Labels & Cards


Kiosks


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Quality & Complaints


Scheduling


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Safety

Mirror


Color Coding Bottles

Color-coding makes it easy to see from a distance;

translucent bottles make it easy to see the level of liquid

inside. Remember to back-up color-coding with words for

those who are color blind.

Before After


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Fire Extinguisher & Safety



Range Lines on DoorsSimple dashed lines let people know how far a door opens

to help prevent any injuries and enhance safety.


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Recycle Bins


Organized Parts Shelf



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Organized Work Area


Tool Shadow Board at POUS



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Organized Shipping Area


Profero, Inc. 2010

5S Clean and Inspect Schedule


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Maintenance Map


Current Job Running



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Gauge Marking


Profero, Inc. 2010

Analog vs. Digital Gages

Advantages Disadvantages

Analog

Digital


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Profero, Inc. 2010

Lines on Floor

Make it easier to see where items belong (or dont

belong), diagonal stripe lines mean No Parking

Before After

Profero, Inc. 2010

Stripes on Stairs

To improve safety, mark the edge of stairs with yellow paint.

Before After


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Profero, Inc. 2010

Safety Lines on Floor

Reduce chances for a safety incident by brightly painted

potential hazards.

Before After

Profero, Inc. 2010

Parts Racks

Organize parts racks and label what goes where.

Before After


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Profero, Inc. 2011


Profero, Inc. 2010

More Maintenance Ideas

See-through inspection

screen on machine

Sight glass for

level indication

Profero, Inc. 2010

Even More Maintenance Ideas

Alignment lines

Chain life indicator


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Profero, Inc. 2010

Labeling Stations

Use large numbers or letters to identify stations on

equipment.

Before After

Profero, Inc. 2010

Control PanelMake it easy to see from a distance, this improves

operation and safety.

Before After


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Profero, Inc. 2010

Fluid Level

Mark the proper level of oil to prevent problems or

breakdowns.

Before After

Wheres the Panel Key?



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Setup Chart Next to Hoses


Easy to See Labeling



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Where does the Cart go for

Changeover?

Profero, Inc. 2010

Labeled, POUS and Easy to

Get & Put Away

Profero, Inc. 2010


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Profero, Inc. 2010

What Machine is This?

What Goes in the Red Bin?


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Profero, Inc. 2010

Self Inspection

Bad vs. Good Alignment Tool

Profero, Inc. 2010

Kanban Station

Parts are produced

on this side

Parts are produced

on this side

Parts are used

on this side

Parts are used

on this side

Empty shelf triggers

another assembly

Empty shelf triggers

another assembly


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Profero, Inc. 2011


Profero, Inc. 2010

Kanban Rack

Parts are consumed

across the aisle

Parts are consumed

across the aisle

Parts are produced

behind the racks

Parts are produced

behind the racks

Profero, Inc. 2010

Kanban Board


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Profero, Inc. 2010

Consumables Kanban



Office Examples

Visuals apply to non-

manufacturing areas



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Label Office Equipment

Who to contact when there is a problem, replenishment

supplies and location, etc.


Office Example Binder Area

Binder making area before & after


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Office Example Fax Area

Fax area Before & After


Office Example Mail Area

Mail area Before & After


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Office Example Supply

Cabinet

Supply Cabinet Before & After




Wrap-up & Evaluations

Open discussion

Q&A


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Developer

Anthony Manos Tony Manos is a Catalyst with

expertise in Lean and quality. Trained

and certified by the Department of

Commerce, National Institute of

Standards and Technology (NIST) in

Lean principles and as a trainer in

Lean courses. International speaker

on Quality and Lean Enterprise topics.

Mr. Manos is a Senior Member of ASQ

with several certifications. He is also a

Shingo Prize Examiner and helped

developed the AME/SME/Shingo Prize

Lean Certification.

Contact information

Tony Manos

Catalyst

Profero, Inc.

124 W. Polk Street, Suite 101

Chicago, IL 60605-1770

USAOffice: 312.294.9900

Cell: 312.718.0078

Fax: 312.294.9911

Email: [email protected]

Website: www.proferoinc.com


Recommended Reading5 Pillars of the Visual

Workplace: The

Sourcebook for 5S

Implementation (For

Your Organization!)

by Hiroyuki Hirano,

Bruce Talbot

Work That Makes Sense

by Gwendolyn D. Galsworth

Visual Systems

by Gwendolyn D. Galsworth


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