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.
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)
Color coded lines
Kaizen events also make use the following tool
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. AnalyZe 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 Organizational Thinking
Celebrating 15 Years of PD Training
Supporting leaders and teams around the globe, we're proud to mark 15 years of growth, innovation, and success.
Thank you for being part of the PD Training journey. The future is looking bright!
1-888-881-1154
LOGIN
