VISION
PROJECT TITLE: VISUAL WORKPLACE
LAKSHANA SRI R M
Biscuits –Technical
FCPL
AARTHI S
Biscuits –Technical
FCPL
RAHUL DUDIHALMATH
Biscuits –Technical
FCPL
RESHMA M
Biscuits –Technical
FCPL
There is a way to do it better-find it!!
MADHUMITHA R
Biscuits –Technical
FCPL
VISUAL WORKPLACE
VISUAL MANAGEMENT SYSTEM
Enhancing workplace Organization, Productivity, Quality,
Safety, People practices, Morale
through Visual management
STORAGE & PRE - MIXING
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3
Non-adherence
of Aprons
Verbal Re-iteration of station specific critical
checks on daily basis…!!!!
Premixing
Mixing
Cream
Preparation
Cooling
FG Dispatch
Less No. of.
Polybag filling
in CFC
Incorrect
position of Takeoff knife setting !
Need for Station Specific - Effective -
Visual Management System
Major Ingredient
Handling area
Forming
Baking
Sandwiching
Packaging
What is
VISUAL MANAGEMENT?
Visual Management is a system that attempts to
improve performance of an organisation by means of
Visual stimuli.
These visual stimuli communicate important
information of the organization at a glance, helping to
convey relevant, easy to understand information
in context.
CORE
VALUES
Aligning ITC Core values to benefits of VMS
CUSTOMER FOCUS
Continuous improvement
An organization-wide process of focused
and sustained incremental innovation
On job training
Learning from experience or integrating
working with learning
Simplification
Constant efforts on monitoring,
processing and distributing system-wide
information for individuals and teams
EXCELLENCE
Discipline
Making a habit of
maintaining correct
procedures
Ownership
A feeling of possessiveness
and being psychologically
tied to an object
RESPECT FOR
PEOPLE
Transparency
The ability of a production process to
communicate with people
Job facilitation
Conscious attempt to physically and
mentally ease people’s efforts on routine,
already known tasks by offering various
visual aids
Unification
Removing the boundaries and creating
empathy within an organization through
effective information sharing
Enabling to perform Better
About the Factory
Roles & Responsibility
of the Job
Learn to Handle and face the
criticality
Motivation
Your Job Description
Knowledge on the Current performance
LEARN TO HANDLE AND FACE
CRITICALITYC
KNOWLEDGE ON CURRENT
PERFORMANCE
03
03
MOTIVATION
5S
04
VISUAL DRIVERS
ENABLERS TO PERFORM BETTER
02
PERFORMANCE
INDICATORS
JOB OBJECTIVES
01
VISUAL CONTROLS
ROLES & RESPONSIBILITY
VISUAL SIGNALS
ABOUT THE FACTORY & PRACTICES
VISUAL GUIDERS
PILLARS OF VMS
VISUAL MANAGEMENT SYSTEM
BUILDING FOUNDATION - 5S
STEP-1
STEP-2
Management team need to
Create Buzz
improve their learning about 5s
➢ By forming 5-member group , execute an act
and ways to bring change.
on importance of 5s at different part of floor
“Gate to Gate area” & nominate one SPOC of
➢ Put up a counter and let people play the game
each area, These team should get trained first
➢ Formation of a Core team for driving 5s
➢ Reading book “5s for operator” (Available
on Amazon)
➢ Deciding one SPOC for each stage
1s, 2s, 3s, 4s & 5s
➢ SPOC needs to read each pillar and
prepare training material basis book to
impart training
➢ Visit of other plants Pioneer in 5s
(Through CII platform/Internal visit)
“Bizarre”
Keep GOOD example of 5s & bad example , Let
people segregate and arrange good and bad
within a fixed time.
STEP-3
Divide entire factory in different Zones
on the concept of 5s.
BUILDING FOUNDATION - 5S
STEP-5
STEP-4
2S “Set-in-order”
Start with 1s “Sorting”
• Declare 3 days as Red tag day
• Make one temporary red tag area in
each zone
• Aim of 2s “ A place for everything & everything in its
place”.
• Provide Nomenclature to everything considering
• Provide clarity for selecting red tag item
Food safety risk assessment in view while selecting
• Post Red tag activity , bifurcate items in
material for nomenclature.
different category.
STEP-6
Some examples as below
3s “Shining”
• Prepare SLA (Service level agreement ) with
Hygiene Crew and check zone wise cleaning
status as per the SLA
• For every Zone : Click picture from one place with
same angle and share status of cleaning against
std picture on factory 5 s board
• Follow CLIT & CLIP for meaningful cleaning
• Target not a single product in any area should fall
on floor, Place required catch trays & arrest
leakages.
• Take a 7 day drive for same to correct the basic
observations
BUILDING FOUNDATION - 5S
STEP-7
4s “ Standardization”
STEP-8
5s “Sustain”
To achieve Unbreakable Sorting &
set in order, Execute kaizen
➢ Zone wise audit quarterly
➢ Declaring Champion
➢ Rolling trophy 6 month once
➢ Score target Integration in KPI of people.
Zone wise audit status board
Centralized all zones
rank
CREATING A VISUAL WITH THE PILLARS + 5S
The visual displayed is cluttered due to;
➢ Not readable at a glance
➢ Has no eye-catching points
➢ Not easily available to target audience
➢ Multiple types of visuals in a single
frame
There is ART in making a Visual display
ACCESSIBILITY
Visuals must be clear, visible and
understandable to target audience
A
RELEVANCE
Relevant visual cues which are visible at
a glance to target employee
R
TRIGGER VALUE
Visual triggers makes identification of required
material easy by just scanning through a whole
content
T
ART
OF
VISUAL
MANAGEMENT
Internal Survey – VMS Pillars
VISUAL DRIVER
16%
VISUAL GUIDER
23%
25%
10%
31%
VISUAL SIGNALS
VISUAL CONTROL
PERFORMANCE
INDICATORS
SUSTENANCE OF THE VISUAL SYSTEMS
RECORD OF THE SYSTEM
Visual Workplace book was created to record our
systems which was created which will in turn help to
sustain and replicate it also
RESPONSIBILITY
ALLOCATION
Each visual is mapped to a designated person who is
responsible for updation in defined frequency
03
INTERNAL AUDITS
VISUALNESS RATING
02
Internal gemba walk audit with rating the visuals
based on each pillar section wise.
01