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Table of Contents
                            Cover
THE VISUAL FACTORY
Contents
1 Visual Communication
2 A Team's Territory
3 Visual Documentation
4 Visual Production Control
5 Visual Quality Control
6 Process Indicators
7 Making Progress Visible
8 Implementing Visual Communication
Index
                        
Document Text Contents
Page 2

THE VISUAL
FACTORY

Building Participation
Through Shared Information

Michel Greif

Forewordby
BruceHamilton

UnitedElectricControlsCompany

Publisher'sMessage
NormanBodek

Qlo"Ovb
�@�b�~�J

�W�r�~
ProductivityPress

Portland, Oregon

Page 73

Figure 4-15. Chart for Implementing a kanban system, J. Reydel plant,
Gondecourt. Introducing a kanban system is not enough. It is still neces-
sary to ensure control of the system. This chart on the wall of the production
unit is intended for that purpose. Control parameters (numbers of kanban
routes, numbers of categories covered by kanbans, initial and final locations
for parts) are entered on a regular basis. Weak points or problems to be
solved are also recorded. Favorable results are recorded to provide encour-
agement. Everyone can observe how the kanban project is progressing
throughout the plant.

ICircuits I IList of circuits I
Out In

Plant = I I Circuits
I I Part Nos.

Our Work Area = I I Circuits
I I Part Nos.

Accomplishments Weak Areas

132

IMonth:

THE VISUAL FACTORY

Circuits and Part Numbers

5
VisualQualityControl

Themanagerof a plantthatmanufactureshomeappliances
wasdismayedby thenumberof itemsstrewnon thefloor in the
work area.Thesesmallplasticpartshadfallen off work tablesor
dollies. Although still usable,thesepartswere ultimately des-
tinedfor thetrashbin.

The managerwasawareof the lossof moneyrepresented
by theseitems. Sheattemptedevery meansto persuadeem-
ployeesto changetheir ways- explanationsto theemployees'
committee,memorandato departmentheads,and posters
placedaroundthework area.Hoping to seta goodexamplefor
the employees,sheevenknelt on the floor to pick up fallen
parts,but her efforts were in vain. Her wordsseemedto float
overtheir heads.

Driving homeoneevening,anideacameto her- anorigi-
nalandaudaciousidea,butshethoughtit mightwork.

The next morning, the managerwent to the bank and
askedfor BOO quarters.Whenshearrivedat theplant,shestrode
into thework areaand,like a farmersowinga field, tossedthe
coinsontothefloor.

Theemployeeswereshocked,andtheystoppedtheirwork.
The middle managerswerebaffled andwonderedwhetherthe
bosshad lost her mind. The plant managerplacidly walked to

133

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