Visual Controls : Applying Visual Management to the Factory
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1 Visual Controls : Applying Visual Management to the Factory Table Of Contents: Introduction xi Acknowledgments xix Chapter 1 Importance of the Visual Factory 1 (16) The Common Ground of Production 1 (6) Environments People 2 (1) Processes 3 (2) Time 4 (1) Human Interfaces 4 (1) Engineering Changes, Expediting, and 5 (1) Nonconforming Product Inventory 6 (1) Raw Materials 6 (1) WIP Levels 6 (1) Finished Goods 7 (1) The Bottom Line Making Information 7 (1) Accessible Management's Role 7 (1) The Basics of the Visual Factory: 5S 8 (1)
2 Visual Factory Layout 9 (1) Visual Tools 10 (2) Visual Parts and Supplies 12 (2) Visual Maintenance and Total Productive 14 (1) Maintenance Boards Visual Communication 15 (2) Chapter 2 The Basics of the Visual Factory: 5S 17 (20) The 5S's 17 (3) Sort 18 (1) Set in Order 18 (1) Shine or Scrub 19 (1) Standardize 19 (1) Sustain 19 (1) Let the 5S Event Begin 20 (11) 5S Day 1: Sort 20 (4) Sorting Team 20 (4) 5S Day 2 and Day 3: Set in Order and Shine 24 (5) Position Floor Items 25 (1) Create an Addressing System (2) Organize Tools and Supplies 27 (1) Tool Board Basics 27 (2) Shine and Scrub 29 (1) 5S Day 4: Standardize 29 (2) 5S Day 5: Beginning to Sustain 31 (1) 5S in Maintenance Departments 31 (1) Tips for Sustaining 5S 32 (5) Create an End-of-Day Clean-Up Procedure 32 (1) Conduct a Daily or Shift Walkthrough 33 (1) Establish a 5S Audit Sheet 33 (2) Create and Maintain a 5S Tracking Sheet 35 (1) Develop a 5S Incentive Program 35 (2)
3 Chapter 3 Visual Factory Layout 37 (24) The Legacy of Factory Layouts 37 (3) Visualizing Your Visual Factory 40 (11) Actualizing Your Visual Factory 41 (1) General Guidelines 41 (1) Addressing Waste when Planning the Visual 42 (4) Factory Overproduction 42 (1) Waiting 42 (1) Motion 43 (1) Overprocessing 43 (1) Transportation 44 (1) Excess Inventory 45 (1) Rejects and Scrap 45 (1) Overall Sequence for Creating a Visual 46 (1) Factory Layout The Four Basic Conditions of Value-Adding 47 (1) Processes Value Is Being Added 47 (1) Process Is Being Reconfigured (Setup or 48 (2) Changeover) Planned Stoppage 50 (1) Unplanned Stoppage 50 (1) Visual Inventory 51 (2) Feed Materials and Consumables 51 (1) Purchased Inventory 52 (1) WIP 52 (1) Finished Goods 52 (1) Laying Out Support Functions 53 (7) Common Area 53 (1) Direct Support Functions 53 (3)
4 Supervisory Personnel 53 (1) Maintenance 54 (1) Tooling 54 (1) QA 54 (1) Planning 55 (1) Indirect Support Functions 56 (6) Materials Supply 56 (1) Manufacturing Engineering 56 (1) Production Management 57 (1) Product Engineering 57 (1) Safety and Environmental Functions 57 (1) Finance 58 (1) Plant Management 59 (1) Sales 59 (1) Office Support Personnel 60 (1) Overall Support Services 60 (1) Back to Your Future Factory Layout 60 (1) Chapter 4 VisuarTools 61 (16) Visual Tool Boards or Shadow Boards 62 (7) Tool Board Materials 62 (1) Designing and Constructing a Tool Board 63 (3) Personal Tools: Dilemma or Solution? 66 (2) Tool Check Cards 68 (1) Positioning Tools Overhead 69 (2) Right-Sizing 71 (6) Chapter 5 Visual Parts and Supplies 77 (24) Inventory Basics 77 (3) When We Use the Term Inventory, What 77 (1) Specifically Are We Talking About? Why Is Having More Inventory than What Is 78 (1) Needed to Support Customer Demand a Bad
5 Thing? Why Does Your Company Carry Its Existing 79 (1) Levels of Inventory? Is It Possible to Drive Down Inventory Levels 80 (1) without Putting Production and Shipping Commitments in Jeopardy? What Role Does a Visual Management 80 (1) System Play in Achieving a Reduced Inventory Level? A Few General Points on Supply Chain 80 (2) Management The Role of Manufacturing Software Systems 81 (1) Current Global Trends 81 (1) Receiving Inspection 82 (1) A Tour through the Ideal Stockroom 82 (5) Materials Common Area 83 (1) Stockroom Entrance 83 (1) Unloading Dock 84 (1) Receiving Inspection Area 85 (1) Main Stockroom 86 (1) Stockroom Layout Considerations 86 (1) Factory Destination 87 (1) Size and Weight 87 (1) Demand Volume 87 (1) Inventory Reduction Strategy 87 (14) 5S and Kanban 88 (1) 5S in the Stockroom 88 (3) Incoming Parts Staging 89 (1) Receiving Inspection 90 (1) Supplies and Tools Area 90 (1) Parts for Production 91 (1)
6 Replenishment: Kanban and Two-Bin Systems 91 (10) Setting Up a Kanban System 91 (2) Two-Bin Systems 93 (1) Parts Bins and Color-Coded Labels 93 (6) Two-Bin Team Exercise 99 (2) Chapter 6 Visual Maintenance and Total 101(26) Productive Maintenance Boards The Role of Maintenance 101(5) Common Misconceptions 101(2) First Responder 103(1) Impact of Product Nonconformities 103(3) Total Productive Maintenance An Overview 106(5) The Three Approaches to TPM 107(1) Proactive Maintenance 107(1) Preventive Maintenance 107(1) Predictive Maintenance 108(1) The Three Levels of TPM 108(8) TPM Level 1: Operators 108(1) TPM Level 2: Maintenance Technicians 109(1) TPM Level 3: Equipment Suppliers 110(1) Implementing TPM and TPM Visuals 111(4) Cross-Training 115(1) Visual Layout for the Maintenance Area 116(7) Creating a Common Area 116(4) Tools, Equipment, and Consumables 117(1) Storage Measurement and Calibration Equipment 118(2) Common Area Layout 120(1) Maintenance Layout on the Production Floor 120(1) Maintenance 5S 121(1) Visual Tool Boards 121(1)
7 Personal Tools 121(1) Name Tags 122(1) Maintenance Consumables and Kanban 123(2) Overall Equipment Effectiveness 125(1) The Maintenance Manager 125(2) Chapter 7 Visual Communications 127(12) Facility Performance 128(3) Sales 128(1) On-Time Delivery 129(1) Productivity 129(1) Quality 129(1) Safety 130(1) Environmental 130(1) Metrics Communication Boards at the 131(1) Production Level Production Control Boards 132(3) Communication Lights 135(1) Lean Procedures 136(3) Conclusion 139(2) Glossary 141(6) Index 147(12) About the Authors 159
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