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Visual Management Evidence Gathering
Questions to ask people in the plant to aid in your assessment...
? Are key plant performance measures conveniently posted in the plant? ? Can everyone tell when things are normal or abnormal in their work area? ? When abnormal conditions occur, are action plans implemented immediately?
? Does the visual management provide feedback to team members about their performance and motivate them to improve?
? Are monitors used to communicate plant/company information? ? Are visuals simple, easy to read and understand? ? Is visual management a way of life in the plant? ? Are the following elements managed visually: Inventory? ___ Job training? ___ Safety? ___ Attendance? ____
Returns (PPM)? ___ SPC? ___ Productivity? ___ Equipment Performance? ____ Engineering changes? ___ Financials? ___ Employee Involvement (EI) teams? ___ Kaizen activities? ___ 5S? ___ Cost Reductions? ___ Defects? ___ First Run Capability? ___ Preventive Maintenance? ___ Awards? ___ Continuous Improvement? ___ Enablers
Disablers Evidence of Best Practices
6S
Definition : 1) Separate and scrap 2) Straighten 3) Scrub 4) Standardize 5) Systemize. Safety is 6th S ! 6S is a measure of how all employees support the process. Organization of the workplace, arrangement of the tools, standardization within the workplace, cleaning and the discipline to systemize. With 6S, unstable, wasteful situations become visible earlier, allowing for quicker, more effective responses and problem solving to occur. Instructions: Fill in the number of “quarters” for each circle that correspond to the level observed in the plant. Use the questions on the back of this sheet to aid in evidence gathering. Divide the number of quarters shaded by the total number of quarters to determine percent implementation.
Level
1
Measurable % Evident The facility is generally clean. There is some organization of tools, fixtures, parts, and information.
There is a process to keep the facility clean, and it is generally followed. All caution signs, exits, fire extinguishers and emergency procedures are clearly visible where they are needed. People usually know where to find tools, fixtures, parts, information, etc.
1243 2
3
4
There is a process to keep the facility clean, it is followed and audited occasionally. Lines distinguish work areas and paths; tools, in-process inventory and machines are put in logical order. There is evidence of attention to 6S throughout the plant. Employees spend little time searching for tools or information required to perform their jobs. All employees are considerate of housekeeping (including offices, storage areas); the plant is generally clear of all unnecessary waste and scrap. In general, 6S procedures are standardized throughout the plant and regularly audited.
There is “a place for everything and everything in its place”; every container, floor location, tool and part rack is clearly labeled and easily accessed by the user. All offices and storage areas are clean and neat. Unstable situations surface early, and rarely escalate.
The plant has reached the fifth ?S?- Systematize. A ?6S? committee regularly rates each area against best 6S practices. The employees drive the 6S process and recognition is given. Unstable situations are immediately obvious and acted upon.
5
6
6S Assessment = Filled Quarters / Total Quarters ____/_24_ = _____ %
Key: 0: 1: 2:
0% - Not found anywhere
3: 4: 75% - Very typical, some exceptions 100% - Everywhere in plant, no exceptions 25% - Only seen in some areas 50% - Commonly found but not in the majority of cases
6S Evidence Gathering
Questions to ask people in the plant to aid in your assessment...
? How do you know when there is abnormal situation? ? Where are the tools placed in the work area? ? Are inventory levels clearly marked? ? Is the workplace clean?
? Who is responsible for keeping the work area clean?
? Is scrap, special material, etc, clearly marked and segregated? ? How do you know this is the right part for this assembly step? ? Is there some type of housekeeping award/recognition? ? Is a 6S audit system in place?
? What is the cleanliness of: parts, equipment, jigs, visual controls, scrap/rework, floor? ? How is the organization of: storage labels, shelves, quantity indicators, lines on the floor? ? What are the standards for: ventilation, lighting, clothing, and smoking? ? What is the adherence level to standards (discipline)? Enablers
Disablers Evidence of Best Practices
Standardized Work
Definition : Work is standardized if it is repeated in exactly the same manner from task to task and person to person. Work instructions (operator description sheets or ODS), the Standard Work Chart, Work Combination Charts and Production Capacity Sheets define standardized work. The goal is to have standardized work for every operation meet or exceed customer takt (cycle) time. Standardized work is the basis for all sustainable kaizen events. Instructions: Fill in the number of “quarters” for each circle that correspond to the level observed in the plant. Use the questions on the back of this sheet to aid in evidence gathering. Divide the number of quarters shaded by the total number of quarters to determine percent implementation.
Level
1
Measurable % Evident Written operation sequences (Operation Description Sheet or ODS) and procedures exist for most line operations and most operators follow them. ODS are written by staff.
1243 2
3
4
5
Written operation sequences (ODS) and procedures exist for all line operations. Little variation from person to person and shift to shift. Some operator input into standardized work. Some management interest in standardization. Some operations meet customer takt
time. Written operation sequences (ODS) and procedures exist for all line operations. Quality and safety are sometimes defined in the ODS. Minimal variation from person to person and shift to shift. Operators have input into standardized work and improvements. Most operations
meet customer takt time. Written operation sequences (ODS) address procedures, safety and quality. ODS are
regularly followed, regularly audited and constantly improved upon. Operators are actively involved in developing standardized work and improvements. Improvements are immediately
made to operations that do not meet customer takt time. All elements of standardized work are followed (ODS, standard work chart, work
combination charts, and production capacity charts). Discipline is excellent. All employees concentrate on the goal of improving each process and resetting standards. Significant
improvements result. All operations meet customer takt time.
Standardized Work Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %
Key: 0: 1: 2:
0% - Not found anywhere
3: 4: 75% - Very typical, some exceptions 100% - Everywhere in plant, no exceptions 25% - Only seen in some areas 50% - Commonly found but not in the majority of cases
Standardized Work Evidence Gathering
Questions to ask people in the plant to aid in your assessment...
? Are standardized work instructions clearly visible at each work station?
? Do the work instructions use a combination of descriptions and pictures (that clearly describe the work to be performed) that are clearly understood?
? Do operators do their job the same way each time according to standardized instructions? ? Do operators on different shifts do their job the same way each time according to standardized instructions?
? Are the work instructions constantly improved upon by the team? ? Are operators involved in setting the standards?
? Are standards adjusted to reduce WIP and fully utilize the operators?
? Do all operators understand the importance of standardized work to the plant and customers? ? Does management understand the importance of standardized work to the plant and customers? ? Is there evidence of continuous improvement as a result of the standardized work instructions? ? Are operators trained to perform each operation using the standardized work instructions? ? Are the standard work chart, work combination chart and production capacity chart in use? Enablers
Disablers Evidence of Best Practices
Flexible Operations