0:02 hi in this section we will discuss
0:05 visual management visual management is
0:07 one of the most fundamental lean
0:09 improvement tool that we can use to
0:12 reduce errors in our processes visual
0:15 management has the purpose of improving
0:18 the effectiveness of communication and
0:21 reaction this is one component of lean
0:23 manufacturing visual aids can convey
0:26 messages quicker and invite my interest
0:28 and retain information and this also
0:31 means exposing defects and problems to
0:33 allow them to be addressed sooner as you
0:35 may know bad news doesn't get better
0:36 with time
0:38 in fact the visual management involves
0:41 careful thought to have the best impact
0:44 visual management also exposes waste and
0:47 make it clear to everyone the word area
0:50 cell or machine should talk to you in
0:53 simple terms the goals should be clearly
0:55 indicated the status of production
0:57 should be found with the goals simple
1:00 problem-solving tools that are used to
1:03 display actions or the trigger actions
1:05 increased communication is ultimately
1:09 what all the above will do now visual
1:11 management has the general benefits that
1:14 can offer to us fundamentally this are
1:17 making it easier to quickly understand
1:19 information rather than just see in text
1:22 keep things running as designed if you
1:25 happen to visit let's say an airport or
1:28 a public facility you can see that there
1:30 are a lot of visual management is being
1:33 used inside those facilities this is for
1:35 the process that is being used by these
1:38 persons of you as users to flow smoothly
1:40 so you can keep things running inside
1:43 the particular facility it also prevents
1:46 mistakes or improves safety let's say
1:47 when you're using an elevator there are
1:50 marks there are visual management when
1:51 you're driving your car there are
1:53 certain road signs that you have to
1:56 follow for you to be saved it also
1:59 reduces miscommunication and it improves
2:00 employee involvement and morale because
2:03 when you apply visual management in your
2:05 organization it also involves the
2:08 participation of all employees coming
2:09 from different levels
2:11 now I prepared some visual management
2:13 examples here we have -
2:16 anything that you can see inside your
2:18 organization posted on your bulletin
2:20 those are examples of dashboards and -
2:21 words are example of visual management
2:25 they trigger actions if your dashboard
2:29 is not meeting your targets or your read
2:31 meaning it should have triggered an
2:33 action for you to improve that
2:36 particular performance next s we have
2:39 simple for lines or paints on the left
2:41 side you can see fluorine lines that are
2:44 being used to designate which are the
2:45 lines that you can take pass on when
2:47 you're traveling inside a production
2:50 facility while the other picture on the
2:52 right it gives us a picture of the lines
2:55 that we can follow when we are traveling
2:57 let's say on an airport to locate where
3:00 are the toilets where are the a sport
3:03 office or food area third example is the
3:06 basic traffic light visual management
3:09 gives us the ability to perform actual
3:11 and based on the display so visual
3:13 controls just like traffic lights and
3:15 gauges are examples also of visual
3:18 management we also have undone lights
3:20 that are being used in production again
3:22 it triggers action let's say if the
3:24 engine light is green meaning the
3:27 machine is in action it's running when
3:29 it's red then there's a problem
3:32 therefore the operator or technician
3:34 assigned to the particular machine we
3:36 have to go and see what's the problem
3:39 and here are some possibility examples
3:42 of the usual signs and visuals that we
3:45 can see around us as we go to our work
3:47 pace for even under personal day-to-day
3:51 life as you can see here this visual
3:53 management triggers action now moving
3:56 forward what you want to do is supply
3:58 visual management on things that could
4:01 have create mistakes to your processes
4:03 for you to be able to reduce those
4:05 occurrence and to further improve the
4:07 performance of the process moving forward
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