精益生产-可视化管理

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关键问题

本模块回答了以下关键问题:

有哪些不同类型的可视化管理?
（1）视觉度量标准显示：显示性能数据;（2）视觉区域控件：视觉效果，指示某个区域如何实际运行;（3）视觉通信显示：提供在正确的位置和正确时间的正确信息的系统;（4）视觉说明：指示人员如何在某些领域采取行动的视觉效果。

实施视觉管理有哪些标准？
（1）清楚地了解您的业务的关键绩效指标，或与商店地板相关的信息和信息;（2）分配将参与实施努力的领导者，以及负责维护视觉管理系统的领导者。在视觉管理系统开发期间涉及工人;（3）确保每个人都受过培训，并鼓励工人采取行动以解决他们提出的问题;（4）创建形式文档，包括关键视觉元素的描述，例如楼层标记，板，标志或标签，并务必在整个设施中遵循颜色标准;（5）定义升级程序。

可视化管理有什么好处?
实施可视化管理系统有助于改善公司内部的沟通。它推动信息的透明度，在涉及目标和共享可视化管理时，在整个公司创建统一。它促进了一种快速解决问题的文化，因为可视化管理为人员提供了在问题发生时看到并纠正问题的机会。它还能让工作环境总体上更安全、更有条理。可视化管理系统关注过程和责任，推动人员参与并创建目标的所有权。

样例视频记录

以下是本模块提供的视频样本的文字记录:

在制造业中，以及在任何其他组织(如医院、学校或办公室)中，我们都会看到各种类型的贴出的标识和标签，我们通常称之为可视化。在某些情况下，人们可能会争论说他们正在使用可视化管理，但情况并非总是如此。为了帮助我们区分可视化和可视化管理，让我们看看它们的定义。视觉展示是用来以视觉的方式传达信息的展示。例如，提醒人们安全工作的海报或活动日历。以同样的方式，我们看到标签，指示哪一边打开，哪一边是向上的，或哪个旋钮提供热水或冷水。其他的视觉效果是用来警告人们潜在的危险。然而，如果这些标志的存在既没有管理或控制任何东西，它们只是被认为是视觉效果。还有一些可视化的例子:•“热”和“冷”•“右转打开”•只使用蓝墨水•明亮的灯光•粗糙的表面•将开关切换到on位置可视化管理可以与日本术语Mieruka相比;“mieru”的意思是能够看到，“ka”是制造某物的动作。 We can put this together to then state that visual management consists of two parts, what we see and the action to be taken based on what we see. A Lean thinker uses visual management to improve a system by preventing errors and resolving issues. Visual management not only communicates important information to the manufacturing floor, but it also indicates actions to be taken whenever an issue is encountered. We can refer to it as the link between the data and the people. The reason for implementing visual management is to drive problem-solving efforts and focus on process improvements. There are many different ways to visually display information, such as using color codes, floor markings, lights, graphs, and other visual cues with minimal lettering. The purpose of visual management is to keep the focus on the processes and facilitate communication of the targets and current performance so appropriate immediate actions can take place. When we talk about visual management, we are relating to the act of managing. Therefore, if a visual post or label is not managing a potential problem, or meeting specific needs, then it is not part of visual management. The key is to make it obvious what is normal and what needs to be done if someone sees that it is not normal. Some examples of visual management are: • Clocks with colored background to signal level of accomplishment. • A pressure gage with a green line to indicate the pressure setpoint. • Use of paint to define safe walkways. • A light or buzzer that is actuated when a specific condition occurs, such as a machine shutting down. • A production scoreboard with the target quantities and the current status by hour. • A screen showing the percentage of quality defects or number of customer complaints • A board with charts displaying month-end performance for key performance indicators. • A shadow board for tools needed to perform a job. • Pictures of acceptable and unacceptable parts. All these indicators prompt the viewer to consider why they have been confronted with the imagery and will then generate a reaction to immediately fix abnormal conditions. If the abnormal conditions don’t change, then it's not well-implemented visual management.