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Visual Management
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Safety is out of sight and out of mind.
What is The Problem? Safety is out of sight and out of mind. Companies waste valuable time and resources conducting unnecessary safety/compliance activities.
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Keep safety in front of employees Make safety streamlined
What is the objective? Keep safety in front of employees Make safety streamlined
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What is Visual Management?
Using Signs Displays Visual controls Scoreboards Signals To communicate in Real Time
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What is Visual Management?
When anyone into the workplace and: Visually understand the current situation (self explaining) The work process (self ordering) If you are ahead, behind, or on schedule (self regulating) When the is an abnormality (self improving) Create a visual workplace
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Safety can never compete for attention with production.
Safety vs production Safety can never compete for attention with production. We’re in business to produce product Production has constant demands Production has a direct correlation between attention/effort and output. Paradigm Shift Safety OR Production OR Quality Safety AND Production AND Quality
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I don’t like the slogan “Safety First”
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Three types of Safety Signage
Compliance Safety glasses required in this area Danger! Informational Sign up for First Aid classes 75 days without a workplace injury Inspirational Think Safety Safety First
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What’s wrong with Safety Signage
Signs do not change behavior
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What’s wrong with Safety Signage
Oftentimes do not provide adequate information
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What’s wrong with Safety Signage
Sensory overload Must be changed frequently – takes resources (time and money) away from other activities.
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Maximize Benefits from Safety Signage
Use sparingly and appropriately Compliance and Informational as needed Discontinue use of Inspirational signs Take down when no longer relevant Make them look professional, readable, and visually pleasing.
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Examples of Visual Management
Before and After boards Pictures of safety committee members Safety boards PPE stations Places to put safety concerns – Issue boards Safety statements Performance standards/goals
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Examples of Visual Management
Safety Committee Minutes Posting of visual standard work (lockout) Others?
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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Examples of Visual Management
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5S
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It is a conditioning principle for continuous improvement.
What is 5S? A fundamental discipline for creating and maintaining a highly standardized, high performance workplace. It is a conditioning principle for continuous improvement. A systematic approach to for improving efficiency and effectiveness by focusing on the essential tools, equipment, and raw materials.
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What is 5S? Sort Set in Order Shine Standardize Sustain
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Please, please, please do not call it
by adding Safety
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Examples of 5S
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Standard Work
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Safety is “something else that we do”
What is The Problem? Safety is “something else that we do”
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Integrate safety into everyday activities Develop safe working habits
What is the objective? Integrate safety into everyday activities Develop safe working habits
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Old Paradigm New Paradigm
Review of Concept Old Paradigm “I don’t care how you get the job done, just do it” New Paradigm Everyone does the job the same way each time.
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Process Focus rather than Product Focus
Standard Work Process Focus rather than Product Focus For safety to be effective it has to be built into the day-to-day work process so it becomes standard work instead of a “one and done” project.
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Standard Work Definition: Standard work is a simple written description of the safest, highest-quality, and most efficient way known to do a particular job. Ideally it defines takt time, the cycle time, the most efficient work routine, the standard WIP, the in-process inspection needed, and all the safety equipment required in the process.
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Standard Work The goal is to ensure the Documented Way is also the Right Way and the Way it’s Really Done. Right Way The Documented Way The Way it’s REALLY Done
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Standard Work
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Objectives of Standard Work
To make work practices explicit These practices form the core of working and of management, for they establish the methods for manual tasks with respect to quality, quantity, cost and safety. A took for kaizen The can be no improvement in the absence of standards (i.e., waste exists when normal and abnormal phenomena are undifferentiated).
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Benefits of Standard Work
Avoids unnecessary motion and wasted effort Assures safety Maintains quality Prevents equipment damage Foundation or baseline for improvement Aids identification of improvements Reduces cost
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Benefits of Standard Work
Basis for training Basis for audit and diagnosis Controls variability Ensures share of “Best Practices” Consistency between operators / shifts
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The Process Prepare the people Gather information Define the process
Train the operators Create the documents Train the supervisors Run the work Adjust
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How can we integrate safety into Standard Work?
Workshop How can we integrate safety into Standard Work? Prepare the people Gather information Define the process Train the operators Create the documents Train the supervisors Run the work Adjust
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How can we integrate safety into Standard Work?
Workshop How can we integrate safety into Standard Work? PPE evaluations JHA evaluations Training requirements FOES integration
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Leader Standard Work
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Safety is someone else’s responsibility
What is The Problem? Safety is someone else’s responsibility
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What is the objective? We ALL have responsibilities for safety that need to be done daily, weekly, monthly, etc. Identify some of those responsibilities and determine how to add accountability.
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Leader Standard Work Primary Responsibility of leaders
Review of Concept Leader Standard Work Primary Responsibility of leaders Ensure the process runs as designed Improve the process
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Review of Concept Leader Standard Work A strategic list of tasks, performed daily by leaders, to ACHIEVE strategy deployment, and maintain continuous improvement momentum. System to ensure that standard work is accomplished Daily Weekly Periodically
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Review of Concept Leader Standard Work Directs the leader to check on and SUPPORT key metrics A method to achieve DAILY progress
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Key projects get completed in a timely manner Results are sustained
LSW Benefits Key projects get completed in a timely manner Results are sustained Less resources are required to achieve results Strategy is known by everybody Problems are avoided and corrected quickly Standard Work is achievable
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Accountability – Visual Management Gemba Walks
Three part process Leader Standard Work Accountability – Visual Management Gemba Walks
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Tier meetings Visual controls Review of data/metrics
Accountability Tier meetings Review of data/metrics Assigns resources and due dates Follow-up Visual controls Identifies when a process is abnormal Real time and updated manually
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Going to See the actual process Understand the work Ask questions
Gemba Walk Going to See the actual process Understand the work Ask questions Learn
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Daily Weekly Monthly Periodically
LSW activity checks Daily Forklifts, overhead cranes, Machine guarding, Injury Management, Safety talks, interlocks, e-stops, etc. Weekly Eyewash stations Monthly Overhead crane inspection, Fire extinguishers Periodically Lockout audits, CO testing, Training
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JunoPacific Lockout Example
Old procedure Each machine has a Lockout checklist Not up-to-date Not clearly defined lockout points Prior to working on machine, employee completes checklist. Not always completed Could be pencil-whipped OSHA required periodic audit Not being done No one assigned to task
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JunoPacific Lockout Example
Proposed procedure Each machine has a Lockout document with pictures showing lockout points - Standard Work Prior to working on machine, employee completes checklist. Area supervisor required to do one lockout audit per week - Leader Standard Work Compare Lockout document to actual lockout – Gemba Walk Complete inspection form and document on Accountability Board – Visual Management
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Areas needing Leader Standard Work
Inspections Action items Upcoming training Program revisions Audits SHAPE cards Reports
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Visual Management keeps safety in front of employees
Review Visual Management keeps safety in front of employees 5S improves efficiency Standard Work improves consistency Leader Standard Work improves acountability
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Questions
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