Lean for the Process Industries by Peter L. King

Author:Peter L. King
Language: eng
Format: epub
Publisher: Taylor and Francis

We all use this information to make decisions about our immediate actions. If the thinking that led to the creation of those displays can be brought to the plant floor, it will make life much simpler for those operating, maintaining, and managing the process.

SUMMARY

For lean operations to be most effective, they should be managed at the location where the work is done, at the gemba. To facilitate management at the gemba, process areas need to be clean and well-organized through the use of tools like 5S. This means keeping the area well marked and the equipment visually identified. The schedule should be visually displayed, so everyone can see what is to be made, how much is to be made, when the next changeover is scheduled, and how the area is performing as compared to plan. Such a display is often called a takt board, because you can tell at a glance if you are making takt. Andons make it obvious when a piece of equipment or the entire process experiences an unscheduled stop. Displaying metrics allows everyone to see performance and trends in quality, reliability, and other important parameters. Although line-of-sight visibility is generally difficult to achieve in process plants because of the massive equipment often found in these plants, creative use of signs, labels, and color coding can bring a beneficial degree of visibility.

Putting all these things in place facilitates effective, purposeful communication between managers, operators, mechanics, technicians, and anyone else working in the area, and leads to true visual management.

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