Visual Controls Applying Visual Management to the Factory

An effective visual communication system can help manufacturing employees eliminate significant waste from daily tasks. From work-zone color coding to posted metrics, visual controls clarify and simplify the path to enhanced processes and profits. Leaving little to chance, Visual Controls: Applying Visual Management to the Factory provides a detailed explanation of how to apply the Lean principles of 5S to convert your factory to a fully functioning Visual Workplace. It covers the range of methods that collectively compose an effective visual management system and clearly explains management's role in creating a Lean strategy to accomplish the transformation. This book: Considers visual Kanban, material replenishment, and the implementation of a visual maintenance department Details management's role in implementing and sustaining a visual factory Covers the range of visual tools including tool boards, shadow boards, metrics communication boards, and tool check cards From plant layout and department setup to visual tools and parts, this book facilitates the comprehensive understanding required to initiate positive change through visual communication. The authors supply authoritative insight on how to hasten the required cultural changes, as well as step-by-step instruction for creating visual shadow boards. They also highlight time-tested methods for measuring progress and performance with improved accuracy.

Introduction, Acknowledgments, Chapter 1 Importance of the Visual Factory, The Common Ground of Production Environments, People, Processes, Time, Human Interfaces, Engineering Changes, Expediting, and Nonconforming Product, Inventory, Raw Materials, WIP Levels, Finished Goods, The Bottom Line—Making Information Accessible, Management’s Role, The Basics of the Visual Factory: 5S, Visual Factory Layout, Visual Tools, Visual Parts and Supplies, Visual Maintenance and Total Productive Maintenance Boards, Visual Communication, Chapter 2 The Basics of the Visual Factory: 5S, The 5S’s, Sort, Set in Order, Shine or Scrub, Standardize, Sustain, Let the 5S Event Begin, 5S Day 1: Sort, Sorting Team, 5S Day 2 and Day 3: Set in Order and Shine, Position Floor Items, Create an Addressing System, Organize Tools and Supplies, Tool Board Basics, Shine and Scrub, 5S Day 4: Standardize, 5S Day 5: Beginning to Sustain, 5S in Maintenance Departments, Tips for Sustaining 5S, Create an End-of-Day Clean-Up Procedure, Conduct a Daily or Shift Walkthrough, Establish a 5S Audit Sheet, Create and Maintain a 5S Tracking Sheet, Develop a 5S Incentive Program, Chapter 3 Visual Factory Layout, The Legacy of Factory Layouts, Visualizing Your Visual Factory, Actualizing Your Visual Factory, General Guidelines, Addressing Waste when Planning the Visual Factory, Overproduction, Waiting, Motion, Overprocessing, Transportation, Excess Inventory, Rejects and Scrap, Overall Sequence for Creating a Visual Factory Layout, The Four Basic Conditions of Value-Adding Processes, Value Is Being Added, Process Is Being Reconfigured (Setup or Changeover), Planned Stoppage, Unplanned Stoppage, Visual Inventory, Feed Materials and Consumables, Purchased Inventory, WIP, Finished Goods, Laying Out Support Functions, Common Area, Direct Support Functions, Supervisory Personnel, Maintenance, Tooling, QA, Planning, Indirect Support Functions, Materials Supply, Manufacturing Engineering, Production Management, Product Engineering, Safety and Environmental Functions, Finance, Plant Management, Sales, Office Support Personnel, Overall Support Services, Back to Your Future Factory Layout, Chapter 4 Visual Tools, Visual Tool Boards or Shadow Boards, Tool Board Materials, Designing and Constructing a Tool Board, Personal Tools: Dilemma or Solution?, Tool Check Cards, Positioning Tools Overhead, Right-Sizing, Chapter 5 Visual Parts and Supplies, Inventory Basics, When We Use the Term, What Specifically Are We Talking About?, Why Is Having More Inventory than What Is Needed to Support Customer Demand a Bad Thing?, Why Does Your Company Carry Its Existing Levels of Inventory?, Is It Possible to Drive Down Inventory Levels without Putting Production and Shipping Commitments in Jeopardy?, What Role Does a Visual Management System Play in Achieving a Reduced Inventory Level?, A Few General Points on Supply Chain Management, The Role of Manufacturing Software Systems, Current Global Trends, Receiving Inspection, A Tour through the Ideal Stockroom, Materials Common Area, Stockroom Entrance, Unloading Dock, Receiving Inspection Area, Main Stockroom, Stockroom Layout Considerations, Factory Destination, Size and Weight, Demand Volume, Inventory Reduction Strategy, 5S and Kanban, 5S in the Stockroom, Incoming Parts Staging, Receiving Inspection, Supplies and Tools Area, Parts for Production, Replenishment: Kanban and Two-Bin Systems, Setting Up a Kanban System, Two-Bin Systems, Parts Bins and Color-Coded Labels, Two-Bin Team Exercise, Chapter 6 Visual Maintenance and Total Productive Maintenance Boards, The Role of Maintenance, Common Misconceptions, First Responder, Impact of Product Nonconformities, Total Productive Maintenance—An Overview, The Three Approaches to TPM, Proactive Maintenance, Preventive Maintenance, Predictive Maintenance, The Three Levels of TPM, TPM Level 1: Operators, TPM Level 2: Maintenance Technicians, TPM Level 3: Equipment Suppliers, Implementing TPM and TPM Visuals, Cross-Training, Visual Layout for the Maintenance Area, Creating a Common Area, Tools, Equipment, and Consumables Storage, Measurement and Calibration Equipment, Common Area Layout, Maintenance Layout on the Production Floor, Maintenance 5S, Visual Tool Boards, Personal Tools, Name Tags, Maintenance Consumables and Kanban, Overall Equipment Effectiveness, The Maintenance Manager, Chapter 7 Visual Communications, Facility Performance, Sales, On-Time Delivery, Productivity, Quality, Safety, Environmental, Metrics Communication Boards at the Production Level, Production Control Boards, Communication Lights, Lean Procedures, Conclusion, Glossary, Index, About the Authors

Chris Ortiz is the president and founder of Kaizen Assembly, a Lean manufacturing training and implementation firm in Bellingham, Washington. He has been practicing Lean for over 12 years and speaks around the country at trade shows and manufacturing expositions. He is the author of Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line (Taylor & Francis, 2006), Lessons from a Lean Consultant (Prentice Hall, 2008), Kaizen and Kaizen Event Implementation (Prentice Hall, 2009), and Lean Auto Body (Kaizen Assembly, 2009). Kaizen Assembly has been featured on the show Inside Business with Fred Thompson that aired on CNBC and CNN Headline News. Chris is frequently featured in manufacturing trade magazines including Industrial Engineer, Industrial Management, Collision Repair Magazine, Metal Finishes, Assembly Magazine, and dozens of other industry-recognized publications. He has been trained by the John Costanza Institute of Technology in “Demand Flow Technology” and by the Georgia Institute of Technology for ISO 9001: 2000 Internal Quality Auditing. He is also a member of the Institute of Industrial Engineers and the Society of Manufacturing Engineers. Murry Park is the founder of MRP ONE, a manufacturing consulting company located in Mount Vernon, Washington. As a 26-year veteran of manufacturing, Murry’s service has spanned roles from entry-level engineer to vice president and general manager to senior Lean consultant. His professional experience includes working with companies from various industries ranging from electronics to metals and aerospace to seafood and from small privately owned companies to larger publicly traded corporations across North America. Internationally, he has observed and analyzed production processes in Argentina, Belgium, Italy, Japan, and Canada. Murry’s professional experience began in 1983 when volume batch processing was still considered vogue in American manufacturing. However, struggling with the realities of such an approach, he quickly recognized the merits of such new concepts as 5S, setup reduction, one-piece flow, and kanban, as he came to understand and apply them. Seeing immediate 160 • About the Authors and dramatic improvements from every implementation, Murry became a lifelong student—and teacher—in the pursuit of sharing these concepts and methods with others. He has led countless improvement activities and has watched as serious value-adding enterprises embraced a culture of continuous improvement based on employee participation, thereby also enjoying the benefits that followed.