P3 – VISUAL MANAGEMENT

INTRODUCTION
1. Provide real-time information on work
place status by a combination of simple,
effective visual information aids that allow
employees to understand their influence
on the organization overall performance
hence allowing the employees to improve
their performance.
P3 – VISUAL MANAGEMENT

OBJECTIVE
1. Expose waste so that it can be eliminated and prevented from recurring
making the workplace more efficient.

2. Make abnormalities in the 4Ms (Man, Machine, Material, Method) process

inputs visible to everyone for prompt corrective action.

3. Enable trends in QCDMS & abnormalities to be visible for timely preventive

action to be taken.

4. Motivates everybody to improve by clarifying key performance targets.

5. Makes operation standards quicker and easier to understand by all

employees so they can follow them.

6. Builds participation through shared information.

7. Creates flow in the value stream and allows pull to the voice of the
customer.
P3 – VISUAL MANAGEMENT

9 VISUAL MANAGEMENT AREAS

Quality
Delivery
Cost

S.H.E

MAN VISUAL
MANAGEMENT
KPIs
MACHINE

MATERIAL METHODS

MAKE ABNORMALITIES &

STATUS VISIBLE
P3 – VISUAL MANAGEMENT

PRINCIPLES OF VISUAL MANAGEMENT

Hazards Visual Recognition

SAFETY
SAFETY
Safe Areas Visual Display
5S Eliminates Workplace Clutter
Awareness of Safety Measures

Associates Works Progress

VISUAL PRODUCTIVITY
Production Rate
PRODUCTIVITY Progress Towards Goals
FACTORY Production Status
Efficient Operators

Operator Prompts for Error Proofing

Clearly Marked Tools Reduce Errors
Visible Calls to Support Personnel for Parts
QUALITY
QUALITY Shortage / Problems
Reduce Rework
Immediate Indication of Out of Tolerance
Variables
P3 – VISUAL MANAGEMENT

VISUAL MANAGEMENT INITIATIVES

1. Visual Control Boards.

2. Andon
3. Footprints
4. Signage
5. Obeya
4. Hansei
P3 – VISUAL MANAGEMENT

VISUAL BOARD
What is Visual Control Board
1. A color-coded , physical visual control system used for monitoring of shop-floor activities
and KPIs.

Use of Visual Control Board

1. Visual boards are used as activators and data communication centre.
2. The visual board area is used for shop-floor meetings.
3. A centre of periodical progress reviews and updates.
4. Used to drive the business processes from the boardroom to the shop floor.

Benefits of Visual Control Board

1. It quickly gives visibility to the progress of each tasks for further action.
2. Identifies the resources and activities being undertaken.
P2 – VISUAL MANAGEMENT

VISUAL BOARD
Red zone indicates
the supplier is on the
verge of not satisfying Other pertinent information
their customer. Very (e.g.. Quality performance)
low level of goods would be contained in the
maintained. information section.

Yellow zone indicates

customer
requirements are
being met. Low level
of finished goods The cards hanging on
maintained. the hooks in the
colored zones reflect
Green zone indicates the part number
the customer’s needs identified in the
are being fulfilled. section, a given
Supplier is building quantity of material in
more than the one container. When a
customer is requiring card is on the hook it
and it may be time to indicates an empty
stop production until container.
demand is more in
line with supply.

This
This is
is an
an example
example of
of aa pull
pull board
board that
that could
could be
be used
used with
with internal
internal operations,
operations, as
as shown,
shown, or
or even
even
with
with external
external customers.
customers.
P3 – VISUAL MANAGEMENT

ANDON
What is Andon
1. Andon (Japanese for lantern) is a tool for visual
management and refers to a system of signals
used to indicate the operational status (at a
glance) of a machine or work center.

2. It can be used manually or automatically.

3. It also one of the principle elements of the Jidoka

quality-control method.
P3 – VISUAL MANAGEMENT

ANDON
Use of Andon

1. Alerts management and other workers to quality or

process problem.

2. Gives the worker the ability to stop production when a

defect is found, and immediately call for assistance.

3. Indicates where the alert was generated, and may also

provide a description of the trouble whether shortage of
material or maintenance call or supervisor call.
.
P3 – VISUAL MANAGEMENT

ANDON
Defect created or found

Part shortage
Common reasons
for manual
activation of the
Andon
Equipment/Tool malfunction

A safety problem exists

P3 – VISUAL MANAGEMENT

ANDON
Benefits of Andon
1. Reduces operation & maintenance costs by identifying problems before they become
major issues.
2. Increases equipment availability by making downtime issues more visible, thus
prompting immediate rectification to the issues.
3. Supports Jidoka implementation by making the problem status visual.

Mechanism of Andon

Abnormality Andon Indicator Response from

support team
P3 – VISUAL MANAGEMENT

ANDON
Types of Andon
1 Visual Andon

Text Graphics Coded signal lights

Green - no problems
 Ideal for STOP /
WAIT / GO signaling Yellow - situation requires
 Display production data in in busy factories attention, production flow at risk
real time.  Boost health and
 Calculate shift efficiencies safety. Red - PRODUCTION STOPPAGE:
and production targets. IMMEDIATE ASSISTANCE
REQUIRED

2
Audio Andon

Coded Coded Buzzers / Prerecorded

Tones Tunes Alarms Messages
P3 – VISUAL MANAGEMENT

FOOTPRINT
What is Footprint
1. Markings on the floor or work area outlining specifically where items should be placed.

Benefit
1. To ease employees during storage or retrieval.

2. It avoids employees wasting time looking for things or pondering their next move.

3. The workplace becomes clean and better organized.

4. Operation on the shop floor and office become easier and safer
 .
5. Visible location of parts or equipment for easy traceability and save time of searching
P3 – VISUAL MANAGEMENT

FOOTPRINT
CREATING FOOTPRINT
1. A footprint is an outline of the items required at work areas indicating where the items
should be placed.
2. Rules about footprints or floor borders

a) Mark from the floor up to workbenches etc

b) Start with plastic tape to test out, then move to paint
c) Use colours to code footprints as shown in the following example, as a guideline :

Light Blue - Raw parts/material

Black - Finished good/parts

Red - Non-conforming/KIV parts/material

White - Other than parts/material

Yellow – Border of work area

P3 – VISUAL MANAGEMENT

FOOTPRINT
Light blue for raw material Black for finished part
Yellow for work area border

LINE
SOZAI KANSEI

5S CORNER TOOL CABINET NG QC CORNER VISUAL BOARD

Red for non-conforming part

White for equipment

P3 – VISUAL MANAGEMENT

SIGNAGE
Signage is any kind of graphics created to display information.
Two types of signage
1. Displays
 A visual display relates information and data to employees in the area. For example, charts showing
the monthly revenues of the company or a graphic depicting a certain type of quality issue that group
members should be aware of.

2. Controls
 A visual control is intended to actually control or guide the action of the group members. Examples of
controls are: stop signs at intersections, handicap parking signs, or no smoking signs.
P3 – VISUAL MANAGEMENT

SIGNAGE
Signage must be used appropriately for
providing pertinent information on:
• hazardous and risky areas & installation
• materials
• safety measures
• emergency exits, etc.

Signage shall be:

• in accordance with international
standards, code of practice
• maintained
• up-to-date
• be well known to, and easily understood
by employees, visitors and the general
public as appropriate
• visible from at least 1.5m and easily seen
by forklift driver
 AMS 9 PRINCIPLES

BESTQUALITY
BEST QUALITY––LOWEST
LOWESTCOST–
COST–SHORTEST
SHORTESTLEADTIME
LEADTIME
--BEST
BESTENVIRONMENT
ENVIRONMENT&&SAFETY
SAFETY––HIGH
HIGHMORALE
MORALE

EVERY
TIMEEVERY
LEVELLING
PRODUCTIONLEVELLING
ELIMINATION

STANDARDISATION
WASTEELIMINATION

STANDARDISATION

RIGHT11STTIME
SYSTEM

FLEXIBILITY
PULLSYSTEM

FLEXIBILITY

TIME
ST

TIME
PRODUCTION

QUALITYRIGHT
PULL

WASTE

QUALITY
5 6 7 8 9 4
VISUALMANAGEMENT
3 VISUAL MANAGEMENT

TOTALEMPLOYEE
2 TOTAL EMPLOYEEINVOLVEMENT
INVOLVEMENT&&DEVELOPMENT
DEVELOPMENT

1 LONGTERM
LONG TERMBUSINESS
BUSINESSTHINKING
THINKING