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National Guard
Black Belt Training
Module 42
Visual Management
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CPI Roadmap – Improve
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•Brainstorming
• Develop Potential Solutions
•Replenishment Pull/Kanban
• Develop Evaluation Criteria
•Stocking Strategy
• Select Best Solutions
•Process Flow Improvement
• Develop Future State Process Map(s)
•Process Balancing
• Develop Pilot Plan
•Standard Work
• Pilot Solution
•Quick Change Over
• Develop Full Scale Action/
•Design of Experiments (DOE)
Implementation Plan
•Solution Selection Matrix
• Complete Improve Gate
•‘To-Be’ Process Mapping
•Poka-Yoke
•6S Visual Mgt
•RIE
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2

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Learning Objective
 Use Lean techniques to improve the process
 Understand and apply Visual Management techniques
and process control tools
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What is Visual Management?
 Provide immediate, visual information that enables
people to make correct decisions and manage their
work and activities
 Two components:
 Visual Display
 Visual Control
 Visual Display
 Relays information and data to personnel in the area
 Visual Control
 Controls or guides the actions of the group
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Examples
Display Control
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Prerequisites…
 6S
 6S clears clutter and sets the stage
 Commitment
 Management must be willing to share information
 Everyone must be willing to utilize information
Don’t implement without the discipline to sustain!
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Visual Management Objectives
 Convey information
 Provide immediate feedback
 Quickly expose abnormalities in a process
 Quickly convey progress or lack thereof
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Types of Visual Management
 Red Tags
 Signs
 Andon (Alarms / Lights / Sounds)
 Colored Lines
 Gauges and Dials
 Labeling
 Kanban Cards
 Control Boards
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Examples of VM in the outside world
We are surrounded by
Visual Management, but we
rarely bring it to work with us
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Examples of VM in the workplace
Improved safety
Clear visible guidelines ensure safety is paramount
in everybody's minds in the workplace. Safety in the
workplace improves welfare of employees and
increases morale.
Meeting point
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Examples of VM in the workplace
Reduced search time
By visibly foot-printing everything required to carry out an activity,
reduces search time, and therefore increasing value adding time
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Examples of VM in the workplace
Abnormalities visible at glance
Andon Board
Workstations
1 2 3 4 5 6 7 8
on plan
Workstations
1 2 3 4 5 6 7 8
with issues
Workstations
1 2 3 4 5 6 7 8
stopping the line
Andon systems
To enable to see the status of equipment and
teams at a glance and spot problems immediately.
This timely status allows quick response and
therefore reduced down time.
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The Power of Color
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The Power of Lines
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Office Visual Organization & Display
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Office Visual Organization & Display
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Visual Indicator
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Visual Indicator
Flight 3333 Sign Board
Quality Safety
Productivity Cost
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Kanban - Supermarket Concept
1
Customer Checkout 2
Customer Supermarket
Withdrawal 4
Kanban
3
Production
Kanban
5
Warehouse 8
7
6
Factory
Withdrawal Card
Production Card
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World Class Visual Management
Improved communication Attendance
CTX Skills Matrix
Name of chart and
the Area Measurements Status of
vacation plan
suggestions
Mission
Awards
received
Names and
pictures of
people Focus item
of the
month
Customer-
Documents,
supplier
reference
relationship
books
chart
Quality
Plans of action Clock Safety clock
Samples of defects
Improvement Status of
Customer survey results of the month team projects
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Process Control Tools
Some Communication Tools:
 Scheduling Boards
 Takt boards
 Issue boards
 6S boards
 Kanban Cards
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Communication Tool Objectives
Visual Process Control tools typically seek to achieve one of
two (or both) main objectives:
 Establish and post work priorities
 Visually display whether expected daily performance was
met (“Was today a good day or a bad day?”)
They may also:
 Communicate management objectives
 Feedback to team members, supervisors, and managers
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Typical Takt Board Info
 Takt boards monitor the output of a process or process step
on a timely basis to ensure that it is keeping up with
customer demand.
 Takt Boards should at the least provide three key pieces of
information:
 What should I be doing?
 How (fast) should I be doing it?
 How have I been doing?
 Common Type of Takt Board: Process Summary/Lists
 Jobs in process
 Value of WIP
 Daily Takt Rate for Process
 Daily Summary Information
 Productivity
 Actual Output
 WIP
 Cycle Time
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Takt Board Examples – Process Summary
Takt Board: Order Entry Department Takt Board: Order Entry Department
Yesterday: Orders Orders/Hr Yesterday: 443 Orders 1.61 Orders/Hr
Today: Orders Units/Hr Today: 440 Orders 1.66 Units/Hr
Hour Scheduled Actual +- Diff Comments Hour Scheduled Actual +- Diff Comments
7-8 AM 7-8 AM 60 53 -7 System down f/5 min
8-9 AM 8-9 AM 60 59 -8
9-10 AM 9-10 AM 45 48 -5
10-11AM 10-11AM 60 61 -4
11-12 PM 11-12 PM 30 34 0 Took late lunch
12-1 PM 12-1 PM 60 59 -1
1-2 PM 1-2 PM 50 50 -1
2-3 PM 2-3 PM 40 41 0
3-4 PM 3-4 PM 35 35 0 Over 7 min: Software issue
Totals Totals 440 440
Step 1: Write in the number of orders processed and the orders/hour from yesterday
Write in the number of orders to process and the orders/hour goal for today, confirm
Step 2: the takt rate for each hour (account for breaks and lunch)
Standard Operating Step 3: Each hour, write in the number of orders processed in the previous hour
Procedure (SOP) Write in the cumulative difference between the scheduled orders processed and the
Step 4: actual orders processed
Write in any comments (network/system down, ran out of forms) as a reason for
Step 5: meeting or not meeting the takt rate.
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R&R Leave Project Example
PROGRAM NAME DIVISION BRANCH AS OF:
R&R Leave HRRD R&R Leave 3/31/2007
Applicable Control Charts and Metrics
Control Upper Lower
Action Control Action
Responsibl
Process Target CURRENT
Number
e Agency Freq.
Step Control Control Reaction Plan
Value STATS
Limit Limit
Project PAX
Daily/ 90, 60, 30, 6 If pax projection accuracy drops below 85%, CFLCC will
1 PAX Projections CFLCC
Monthly days and 48
hrs out
100% 100% 85% 96% automatically reduce PAX estimates by 5-10%
If pax seat fill accuracy drops below 85% (e.g. over 15% excess
Aircraft/ Seat Daily/ Order Seats/
2
Orders
G1
Monthly Aircraft 100% 100% 85% 82% seats continuously ordered), G-1 will automatically reduce PAX
seat estimates forwarded to AMC by 5-10%
Daily/ Monitor Fill If Fill Rate drops below 65%, recommend switch to 2-1-2-1 for
3 Fill Rate G1
Monthly Rate 80% 75% 65% 69% 17-30 days and then monitor for improvements
Monitor
Stewart Daily/ If Number of Unfilled Seats reaches 3811, recommend switch to
4 Unfilled Seats Goesch Monthly
Unfilled
Seats
2,500/Mo 4,000/Mo 0 3,811 2-1-2-1 for 17-30 days and then monitor for improvements
If Avg Cost Per PAX exceeds $2,500 and we are ordering 2
aircraft, switch to 2-1-2-1 for 17-30 days and then monitor for
Average Cost Per Daily/ Monitor Cost
5
PAX
G1
Monthly Per PAX $1,894 $2,500 $1,515 $2,609 improvements; if we are ordering one aircraft, and the total
numbers are less than 100, attempt to sell back mission and
utilize commercial air $1554/PAX
If holdover count exceeds 0, first utilize extra seats on aircraft
Daily/ Monitor 50
6 Average Holdovers G1
Monthly Holdovers 0
(24-48 hrs)
0 32 $178/PAX, then consider utilization up to 100 seats commercial,
then holdover for 24 hrs, and fly out FIFO on very next mission
Order
Second Aircraft Daily/ If substained pax average projected over 370 PAX /day,
7
Orders
G1
Monthly
Second
Aircraft
355 370 330 200 consider ordering second aircraft
Daily/ Sell Back
8 Aircraft Sell Backs G1
Monthly Aircraft 355 50 0 75 Attempt sell back-any msn with less than 50 PAX projected
Daily/
9
PAX FLOWN G1
Monthly
PAX Flown N/A N/A N/A
10,300 N/A
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Issue Board Information
 Issue boards are used to communicate improvement
project/effort related information:
 Process Related Issues
 “Can-Do” – Can be resolved by the team/department
 “Need Help” – Need external assistance (e.g., management team, engineer, etc.
to resolve)
 As well as departmental/process metrics
 Dashboard Metrics such as:
 Rolled throughput yield
 On-time delivery
 Weekly takt rate average
 Equipment uptime/downtime (unscheduled network outages)
 Productivity
 May also list Cross-Training matrices
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6S Board Information
 Status of 6S Project
 Set in order maps
 Standardize checklists
 6S audit results (checklist)
 6S audit results (spider graph)
 Action plan for improvement
 Before/After photos
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Key Pointers - Visual Management/Control
Effects QCDP on
daily basis
Creates a safer more Encourages pride in
productive workplace
work environment
Simple logical way
Is a platform for to improve
further workplace
improvement performance
Improves morale Relatively low
cost to implement
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Takeaways
 Simple communication
 Exceptions to standards evident
 Easily understandable
 Continuously updated
 Accessible to everyone
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What other comments or questions
do you have?
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