Productivity Improvement Strategy:

Visual Management
Visual Management:
one of the lean techniques designed so that
anyone entering a work place, even those who
are unfamiliar with the detail of the processes,
can very rapidly see what is going on,
understand it and see what is under control and
what isnt.

Essentially, the current status of the operation

can be assessed, at a glance.
Introduction

While doing genba

Problems arise
Non-conformance
Accumulated materials/wip
Long cycle times
Long set up times
5s-related
Quality issues
Machine down-time
Etc.
Approaches to Problems
Making problems visible
We cannot manage process if problems are
not detected
Spotlight the problems
The purpose of jidohka
Example in service
Hotel guests complaining/requesting
products/services
Make this visible -> improvement

Visible to all managers and employees

Approaches to Problems
Making problems visible
Information from gemba may not be delivered
to higher level management
Visibility will help alleviate this problem
Line stopage!
A clear example of visual management
My visit to a plant in Jawa Tengah
No line stopage
Ohno: Line with no stopage
Perfect (impossible)
Approaches to Problems
Visual management and 5 Ms
Manpower
Morale good
Active participations

Absenteeism

Skill level who needs training

Worker doing the job correctly? Standards shown?

Approaches to Problems
Visual management and 5 Ms
Machines
Working properly?
Jidoka and poka-yoke installed?

Maintenance how, when, etc.

Transparent cover may help

Approaches to Problems
Visual management and 5 Ms
Materials
Flow smoothly?
Producing more than planned?

Minimum inventory?

Kanban used?

Color coded tags

Signal lamps and audio signs to indicate

abnormalities
Approaches to Problems
Visual management and 5 Ms
Methods
Correct and standard methods
How do workers know?

Check sheet
Sequence of work
Quality

Cycle time

Safety item

What to do when abnormalities occur

Approaches to Problems

Visual management and 5 Ms

Measurements
How do you know process runs smoothly?
Gauges with clear marks

Reach the target?

Approaches to Problems
Visual management and 5 Ss
Seiri(discarding unnecessary things)
Seiton (things needed are put in order)
Seiso (thorough cleaning of equipment and
the area)
Seiketsu (keeping oneself clean and working
on the three items above daily)
Shitsuke (self discipline)
Approaches to Problems
Posting standards
To remind worker on the correct work method
To enable manager check if the method is
followed
Standards if abnormalities occur
Approaches to Problems
Posting standards
Example:
Cycle time
Production targets vs. actual
QCD
Quality (rejects, trends, improvement targets)
Cost
Kosu (e.g., man-hour/unit produced)
Delivery
Downtime
OEE
# suggestions submitted
QC activities
Approaches to Problems
Setting targets
Clarify
targets for improvement
Show target vs. actual
Placed next to a machine (workplace)
Plot on a graph

Plot improvement target for each period (as well as

actual achieved)
Often this method motivates workers