quick tour through the 5 s s of visual control l.
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Quick Tour Through The 5 S’s of Visual Control. Duke Rohe, FHIMSS. What if your work environment…. had all the resources, tools and information at the point where it was needed was employee driven in eliminating waste in every form

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Quick Tour Through The 5 S’s of Visual Control

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what if your work environment
What if your work environment…
  • had all the resources, tools and information at the point where it was needed
  • was employee driven in eliminating waste in every form
  • was self explanatory as to procedure, standard and how to proceed

How much more productive would you be if you ALWAYS had the right information, the right resources and the right equipment at your fingertips to get your job done?Enter into the world of Visual Control

what is visual control
What is Visual Control
  • That “control” which allows anyone, even those with knowledge of the workplace, to recognize:
    • The standard of how work is to be done
    • The information, resources, tools required proceed or insure success
    • Recognize the right way vs. the wrong way
what is visual control5
What is Visual Control
  • Think of it as an environment with the right information, the right resources, right tools available at the time you need them.
  • Where the instructions and resources are integrated into the action so the workplace actually ‘speaks’ the effective way to do it.
a visual control environment is where
A Visual Control Environment Is Where
  • “Need to Know” meets “Need to Share”
  • Culture of sharing is common
  • Workplace procedures are evident
  • Messages cease to travel, they are built in
  • There is not room for doubt
1 sort through and sort out
1. Sort Through and Sort Out
  • Keep only those things needed close at hand.
  • ASK: Is this needed?
    • If no, remove it
    • If yes,
      • Is it needed here? If no, then where
      • In this quantity? If no, change it
  • Warning, don’t confuse “need” with “want”
1 sort out
1 Sort Out
  • Get rid of what is not needed (Think of it as a just-in-time environment)
  • Place items close that have high use or high importance to access
  • As access importance and use decrease, radial outwardly relocate equipment, resources.
1 sort out14
1 Sort Out
  • Red Tag Method for reducing collective clutter.
    • Give staff red tags or post-its
    • Ask staff to go through every item in their workplace and ask, “Is this needed?
      • If no, red tag it for the Red Tag Hold Area
      • If Yes, ask, “Is it needed here and in this quantity?”
        • Mark the needed quantity and or the new placement
1 sort out15
1 Sort Out
  • Red Tag Holding Area
    • Place all suspect items in a Red Tag Holding Area and allow a week for staff to review items
    • At end of week, those who want it back in the environment must make a case to put it back in
    • Remove or relocate all items out of the Holding Area
    • Repeat based on the “clutter factor”
2 set things in order
2 Set Things in Order
  • Everything has a place and everything is in its place!
    • Determine locations: access-important and high-use items closest to you
    • Set height/size limits
    • Map out, label locations.
    • Instructionalize how to put items back
    • Make the how-to’s “visually intuitive”
3 shine sweep
3 Shine (Sweep)
  • Think of it as a visual sweep that assures the first 2 S’s are being maintained
  • Can be a type quality inspection
  • Like dusting, it’s an everyday thing done by all as long as what to do and how is obvious
4 standardize the state beyond the first 3 ss
4 Standardize: the state beyond the first 3 Ss
  • Where consistency is needed for quality or efficiency, create standards
  • Workplace shares information (procedures, do’s/don’ts). There is NO searching or doubt
  • Include who, what, where, why and how as needed in the instruction.
5 self discipline
5 Self Discipline
  • Quality becomes first place when visual controls are second nature to its workforce.
  • The collective workplace is staff driven, looking for easier ways to achieve adherence and eliminate waste.
  • With the instruction built into the workplace, it is hard to say, “I didn’t know” and get away with it.
the control visual control the blood sweat and tears of control
The “Control” Visual ControlThe Blood Sweat and Tears of ‘Control’
  • Identify “Control Points” essential for removing doubt in choice or procedure
  • Safety (blood): Control points where physical harm is possible
  • Sweat (sweat) Control points where great loss in effort, rework, error is possible
  • Service (tears) Control points where service drops would lose image and or customer
the control visual control
The “Control” Visual Control
  • For each crucial Control Point, add the visual control (instruction, resource placement…) to optimize efficiency, safety and service.
  • Every problem or question that arises is a candidate for a 5 S review.
  • Employees are the best to identify and maintain their visual control environment over time.
final thoughts
Final thoughts

If an error is made or waste incurred which could be prevented by visual control; whose fault is it?

Your best practice had better not be your best kept secret!