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Mod 10 – Visual ControlGPSMUDAMUDACost ReductionQualityGPS Depth StudyNVA/VAFunctions/MgrsRedeploymentProfit Price - CostJust-in-TimeBy Eliminating WasteSafetyJidokaCostDeliveryTAKT Time MapMeasuresCapacity up ReductionRPIW7 FlowsFactory4 epKaikukuVisualControlModule 107 FlowsProduct/Patient Quantity Analysis Sorting SimplifyingVisualControlMedicine Sweeping Standardizing Self Discipline7WastesValue Stream MappingONE PIECE FLOWTAKT TIMEPULL PRODUCTIONGlobal Production System10 Visual Control v20130529Committed Leaders 1996-2013, John Black and Associates LLC(modified from Hiroyuki Hirano, Productivity Press).1 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlVisual Control: Key Points Visual Controls are a tool to understand what is happening inthe workplace and a way to achieve zero defect quality.Visual Control helps organizations respond quickly andeffectively to problems by making abnormalities and wasteobvious to everyone.Visual Control tools and methods are JIT’s way of“standardizing” management.Andon (alarms) illuminate workplace problems.Production management boards provide daily or hourlyinformation on current conditions.Visual controls only make abnormalities visible. It’s up topeople to take corrective action – this is when Visual Controlsbecome Visual Management.10 Visual Control v201305292 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlThe Visual WorkplaceWorkplace Organization (5S)Visual ControlsVisual Management10 Visual Control v201305293 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlPurpose of Visual Controls How can organizations keep pace with thedaily process improvements?Learn to distinguish promptly between what is normal andwhat is not with visual controls.Make abnormalities and waste obvious enough for anyoneto recognize, constantly uncovering the need for moreimprovements.Help everyone to focus on finding the root causes ofproblems and taking corrective action through improvementwork.Visual Control leads to management by everyone sinceproblems and actions are made visible and team-based.Everyone knows when there is a problem and what to doabout it.10 Visual Control v201305294 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlVisual ControlsTell at a glance what and how we are doing.When someone walks into the workplace they should beable to determine: What the process is. Who the customers and suppliers are. What the deliverables are. Where and what resources are being used in theprocess. That there is an effective measurement system inplace. What the status of the process is.10 Visual Control v201305295 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlVisual ControlsThe KEY for making BOLD improvementsMake problems visible and obvious enough so that anyone can spot them.Can you tell what the status of this Emergency Room is?Who is in charge of what?10 Visual Control v201305296 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlTypes of Visual ControlNo.Name1Red tagstrategy23SignboardstrategyWhite linedemarcators4Red linedemarcators5Andon(alarmlamps)10 Visual Control v20130529IllustrationDescriptionRed tag strategy distinguishes needed items fromunneeded items in the workplace. Red tag teams use redtags to mark unneeded items for removal.In the signboard strategy, set up signs that indicate whatbelongs where and in what amount, so that anyone will beable to understand where things belong.When organizing the workplace, marking out pathways andin-process storage sites with white tape makes it easy foranyone to keep the workplace neat.Red line demarcators form part of the signboard strategy.Mark the maximum allowable stack height with a red line toshow when excess inventory exists. Think of the red linesin the OR that indicate where you need to stop.Andon immediately alert staff to abnormalities that occur inthe workplace – like an IV pump not working.7 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlTypes of Visual rprevention10 Visual Control v20130529IllustrationDescriptionKanban are administrative tools that maintain Just-In-Timeproduction – part of the supply chain. The two types ofkanban are pickup kanban and production kanban.Display boards that indicate current conditions onproduction or service lines. Data shown on these boardsinclude production/service line results, operatingconditions, and causes for the process stopping – like bedcontrol boards.Use these charts to find the work methods that use thebest combination of people, machines, and materials.Standard work charts should be posted where the work isbeing done.Set up at workplaces where defects have occurred, thesedisplays exhibit defective items along with graphic dataurging staff not to allow the same defects to recur.Pictures work well to show defects too.Error prevention boards help promote independentmanagement to reduce human errors. Try to set up boardsthat allow staff to manage and correct themselves, or notdo an error at all.8 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgery CenterPrimary Care Exam Room:Each flag indicates a different room status10 Visual Control v201305299 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgery Center10 Visual Control v2013052910 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgery Center10 Visual Control v2013052911 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
RPIW Audit Metrics (mostly green)Mod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgery Center10 Visual Control v2013052912 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
RPIW Audit ScheduleMod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgery Center10 Visual Control v2013052913 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlVisual ControlBeforeAnesthesia“ShadowBoard”With visual control it is obvious ifanything is missing10 Visual Control v20130529Used with permission/Virginia Mason Medical Center14 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply14
Mod 10 – Visual ControlVisual ControlUsed with permission/Ministry of Health, Saskatchewan Province10 Visual Control v2013052915 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply15
Mod 10 – Visual ControlVisual ControlStandard work chartUsed with permission/Ministry of Health, Saskatchewan Province10 Visual Control v2013052916 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply16
Mod 10 – Visual ControlVisual ControlUsed with permission/Ministry of Health, Saskatchewan Province10 Visual Control v2013052917 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply17
Mod 10 – Visual ControlTypes of AndonAndon (alarms) alert staff and leadership to problems on thehospital or clinic floor.Andon are signals that illuminate problems in the workplace.The types of Andons are: 10 Visual Control v2013052918PagingEmergencyOperationProgress 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlTypes of AndonPagingAlerts staff responsible for stocking that supplies are needed.EmergencyAlerts staff and leadership that a problem has occurred, and bringsleadership immediately to the location to resolve the issue. Patient safetyalert/stop the line is an example of this andon.OperationIndicates machine operating status, such as an IV pump, X-ray machine, ora printer. When the machine has been stopped, the operation andonshows the reasons for the stoppage.ProgressEnables staff to gauge the progress of their own operations andprocesses.10 Visual Control v2013052919 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlProduction Management BoardsAt-a Glance SupervisionProduction management boards should be simple in designand emphasize information that answers the following keyquestions: How do current results compare with estimated results? Why was the line stopped the last time? What kind of improvement is needed? Will there be any spill-over into overtime or tomorrow’sschedule?10 Visual Control v2013052920 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlProduction Management BoardsAt-a Glance SupervisionProduction management boards aren’t just for managers.The people on the hospital or clinic floor – anyone doingwork, as well as the workplace leaders - need productionmanagement boards to keep them informed.Hint: Post the production management boards as “the finalprocess” in the line, so that everyone checks it at least onceper work cycle, and knows the process status.10 Visual Control v2013052921 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Production BoardMod 10 – Visual ControlUsed with permission/Seattle Children’s Bellevue Surgical Clinic10 Visual Control v2013052922 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Production Board – Real-Time Tracking ofOR Patients in SurgeryMod 10 – Visual ControlUsed with permission/Mayo Clinic10 Visual Control v2013052923 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual Control10 Visual Control v2013052924 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual Control10 Visual Control v2013052925 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Relationship betweenVisual Control and KaizenMod 10 – Visual Control No matter how many visual aids are brought into theorganization, they are not valuable if they are not usedcorrectly to discover and promptly correct abnormalities. Remember that introducing visual control tools will notautomatically result in improvements. Visual control tools only do one-third of the job – theyhelp make abnormalities easier to discover. People must do the other two-thirds – analyzing theabnormalities and taking corrective action. This is visualmanagement.10 Visual Control v2013052926 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlThe Role of Visual Control Tools in theImprovement VisualControl ToolsImprovementCycle Visual k for CauseRight Away10 Visual Control v2013052927 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
Mod 10 – Visual ControlVisual Control Summary Visual control makes the organization’s abnormalitiesand waste so clear anyone will recognize them. Visual Control leads to management by everyone bymaking problems and actions transparent. Visual Control is JIT’s way of standardizingmanagement.10 Visual Control v2013052928 1996-2013, John Black and Associates LLCLicensed Materials – USA Copyright Laws Apply
“standardizing” management. Andon (alarms) illuminate workplace problems. Production management boards provide daily or hourly information on current conditions. Visual controls only make abnormalities visible. It’s up to people to take corrective action – this is when Visual
