Kenley Hundt Visual Managment Systems Presentation

Creating a
Visual Management System
Kelley Hundt
Project Manager
Lean Process Improvement
© 2015 Georgia Tech Research Corporation
Three Keys to Lean
1. Create an environment in which the abnormal

can be distinguished from the normal.
2. Develop a workforce that knows the right thing

to do when they encounter the abnormal.
3. Empower the workforce to do the right thing.

John Shook
Chairman and CEO
Lean Enterprise Institute
What is Visual Management?
In this context, it means the use of visual
aids to manage the operation, including schedules,
performance tracking, and project status
Displays Standard versus Actual
It’s a way of communicating to a broad audience
in a clear, concise way
It quickly puts information in the hands of
those who can take action
Standards and Problems
“Without standards there are no

problems, only opinions.”
Nate Furuta
Chairman and CEO
Toyota Boshoku

What is a Visual Control?
Any device or symbol that effectively

places information at the point of use
with few words or none at all.

Why is This Important?
Our brains simply respond better and faster to

colors, shapes, patterns, and pictures
What Do These Mean? (Quick!)

Major Types of Visual Controls
 Information
What is this? Where am I? Who works in this area?
 Instruction
What should I do? How do I do it?
 Status – of a process, a machine, a department,

etc.
What is happening? What should be happening?

The Information Gap
 What?
 Where?
 When?
 Who?
 How?
 How Many?
Are these answers obvious as we walk through the facility?

Where Visuals Systems Work
What Is Happening?
Maintenance
What Should Be Happening?

Visual Management Boards
• Should indicate the status of the
process
• Should direct the leadership to areas
that need support
• Should indicate the actions or
countermeasures that are in process
• Should show normal versus the
abnormal, or what is right and what is
wrong

The Gemba Walk
A Gemba Walk is designed to allow leaders to:
• Identify existing safety hazards
• Observe machinery and equipment
conditions
• Ask about the practiced standards
• Gain knowledge about the work status
• Build relationships with employees
The objective of Gemba Walk is to understand the

value stream and its problems
Visual Schedule

Visual Management

Facilities Maintenance

Inventory Control

Hour by Hour Chart

1. Space Shuttle is used to monitor
individual performance (one for each
bench).
2. Fuel Cell is brought to the bench when
retrieving the shop order from the
scheduling board .
3. Fuel Cell is posted on the back side of
the Space Shuttle board while working
on electrical box (work in process).
4. Once the electrical box is complete the
operator removes and posts the Fuel
Cell onto the Space Shuttle.

Visual Production Displays
Each workstation displays

current cycle time and overall
production status
• Current unit OK
• Production behind
Current unit is within cycle time and © 2015 Georgia Tech Research Corporation
production is ahead of where it

should be at this time of day. • Current unit behind
• Production on schedule
Scrap by Team
This board indicates daily
scrap generation by team as
a percent of total production.
It is color coded red or green

against the standard goal
percentage.
It is updated daily and serves

as a gentle reminder for
teams “in the red”.
These numbers also provide

a source of positive
recognition for team
performance.
The lower portion tracks

monthly data and scrap
savings.
Visual Management - Events

Visual Management – IT Projects

Drive-by Visual Management

Implementation Questions
• What should you be tracking?
SQDC / Project Status / Kaizen Activity
• What is happening? What should be

happening? How do we close the gap?
Standard vs. Actual
• What is the benefit of making it visual?

• How should you display the information?
Manual or Electronic
• What will you do with this information?

• How will the information be shared?
Team Huddles / Gemba Walks
Visual Management at Home
Who’s turn is it to put the silverware away?

Everyday Visual Management

Creating a
Visual Management System
Kelley Hundt
Project Manager
Lean Process Improvement
kelley.hundt@innovate.gatech.edu

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Creating a

Visual Management System

1. Create an environment in which the abnormal

2. Develop a workforce that knows the right thing

3. Empower the workforce to do the right thing.

“Without standards there are no

© 2015 Georgia Tech Research Corporation

Any device or symbol that effectively

© 2015 Georgia Tech Research Corporation

Our brains simply respond better and faster to

© 2015 Georgia Tech Research Corporation

 Status – of a process, a machine, a department,

© 2015 Georgia Tech Research Corporation

Are these answers obvious as we walk through the facility?

What Should Be Happening?

© 2015 Georgia Tech Research Corporation

The objective of Gemba Walk is to understand the

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

Each workstation displays

production is ahead of where it

It is color coded red or green

It is updated daily and serves

These numbers also provide

The lower portion tracks

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

• What is happening? What should be

• What is the benefit of making it visual?

• What will you do with this information?

Who’s turn is it to put the silverware away?

© 2015 Georgia Tech Research Corporation

© 2015 Georgia Tech Research Corporation

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