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Visual control is a powerful and integral element of Kaizen. It links directly to the last 2 S's so that people know how information is communicated and what it means in sustaining the gains. Be creative, stay relevant and keep things
simple.
Visual control mechanisms give you information at a glance helping to know what's good or bad, ready to go or not, checked or unchecked and is communicated by using visual signals instead of text. It doesn't have to be complicated - in fact the simpler, the better - but it is all about telling you or others the status of something without the need for words, phone calls or complex instructions.
Visual control mechanisms give you information at a glance helping to know what's good or bad, ready to go or not, checked or unchecked and is communicated by using visual signals instead of text. It doesn't have to be complicated - in fact the simpler, the better - but it is all about telling you or others the status of something without the need for words, phone calls or complex instructions.
A VMS makes problems, abnormalities or deviation from standard visible so corrective action can be taken immediately.
Two tools of visual management
Displays - To make staff aware of related data and information - charts, graphs etc
Controls - To guide the action of staff members - sign boards, dos and don'ts signs
Types of visual control
- Shadow boards
- Indicators on various items e.g. gauges
- Heijunka boards - showing the status of daily schedules
- Design pull systems (Kanban)
- Colour coded lines
Kaizen events also make use of the following tools
PDCA (plan-do-check-act)
To make staff aware of related data and information - charts, graphs etc
PLAN
Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By establishing output expectations, the completeness and accuracy of the specification is also a part of
the targeted improvement. When possible start on a small scale to test possible effects.
DO
Implement the plan, execute the process, make the product, and collect data for charting and analysis in the following "CHECK" and "ACT" steps.
CHECK
Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation in implementation from the plan and also look
for the appropriateness and completeness of the plan to enable the execution, i.e., "Do". Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information. Information
is what you need for the next step "ACT".
ACT
Request corrective actions on significant differences between actual and planned results. Analyse the differences to determine their root causes. Determine where to apply changes that will include improvement of the process or product.
When a pass through these four steps does not result in the need to improve, the scope to which PDCA is applied may be refined to plan and improve with more detail in the next iteration of the cycle, or attention needs to be placed
in a different stage of the process.
Some key outcomes of a Kaizen culture are
- To improve your business operations continuously - always drive for innovation and evolution.
- Have a Kaizen Mind and Innovative Thinking
- Build Lean Systems and Structure
- Promote Organisational Thinking