VISUAL WORKPLACE

Transparency… a Visual Workplace

When anyone can walk into a workplace and visually understand the current situation.

Only two possible conditions exist in a business: either processes are under control or they are not.  The former situation translates into smooth operations; the latter often spells disaster. Visual management, or transparency, will indicate smooth sailing or alert you of trouble ahead. The practice of transparency involves information-at-a-glance: the clear display of charts, lists and records of performance so problems can be made visible.

In terms of quality, it means to make defects immediately apparent. As long as abnormalities remain undetected, processes cannot be corrected and throughput cannot be controlled. The concept is simple: you can’t manage what you can’t see. Transparency means both visual order and visual control, providing the practical insights necessary to expose and eliminate waste and manage resources effectively, items are, what needs to be done, by when, in what quantity, by whom and how.

Hence the adoption of the  “15 second from 50 feet” rule for the visual factory. You should be able to understand the situation in 15 seconds from 50 feet  … without question.

A visual control device in a work area, is typically a lighted overhead display that gives the current status of the system and alerts team members of potential problems.

In a Lean environment, it is important to establish a system whereby the status of flow in the various work areas is constantly broadcast to both the supervisor and support functions.

A simple, yet effective visual tool, an Andon light enables the operator to signal the need for immediate attention whenever the flow of material or product is jeopardized or cannot proceed. Once a problem is discovered or an abnormality detected, both the supervisor and support services (e.g., maintenance and technical disciplines) must respond rapidly and correct the situation as quickly as possible.

Green (running): signifies that everything within normal parameters

Yellow (needs attention): indicates a problem has been identified with the near-term potential to disrupt production flow.

Red (stop): alerts the supervisor that a problem has been encountered that has halted work.

Low-tech, high-impact visual controls offer extraordinary solutions to chronic information deficits so commonplace in traditional business environments. Such systems dramatically improve communication throughout the company and entail the placement in plain view of all tools, parts, equipment, standard work charts and indicators of system performance. The precise techniques will vary with the application, but the key principle does not: everyone involved must be able to see and understand the status of operations across the following five dimensions.

Manpower – e.g., the number of improvement suggestions made; skill/training levels;  attendance

Machines – e.g., maintenance schedules; transparent covers revealing lubrication levels

Materials – e.g., signals highlighting supply shortages; shadow boards or dedicated locations for supplies and tools

Methods – e.g., standard work sheets

Measurements – e.g., performance trends addressing schedule position, quality improvement target

When is a garbage can is not a garbage can ? but a unit of measure !! Many companies through their 5S initiative decide to standardize on a specific style and size garbage can. Indeed may look appeasing but lack from a visual management perspective. The better solution is to size the garbage can to collect and hold 1 day of refuse ... or better yet sized to the cadence of your "Timed Delivery Route". In this manner if your garbage can is overflowing it becomes a visual indicator that your process is perhaps out of control and needs attention.

Innovation in creating Visual Indicators that provide immediate feedback without interrupting operations is critical. Of course you need to remain cognizant to sustaining your Professional Image which should also be your brand.