ts BRADY WHEN PERFORMANCE MATTERS MOST” 5S / Visual Workplace Handbook Building the foundation for continuous improvement SET IN ORDER STANDARDIZE ~ SUSTAIN www.BradylD.com/visualworkplace5S WORKPLACE ORGANIZATION 5Sis one of the most widely adopted techniques from the lean manufacturing toolbox. Along with Standard Work and Total Productive Maintenance, 5S is considered a “foundational” lean concept, as it establishes the operational stability required for making and sustaining continuous improvements. The primary objective of §S is to create a clean, orderly environment- an environment where there isa place for everything and everything isin its place. Beyond this, many companies begin their lean transformation with 5S because it exposes some of the most visible examples of waste it also helps establish the framework and discipline required to successfully pursue other continuous improvement initiatives. 5S Methodology sacl. Lae oa ‘Well Organized Workplace Con! $1- Sort = $2 - Shine >> $3 - Set in Order + $5 - Sustain te 4 - Standardize <= Target Outcomes and Benefits Reduce non-value adding activity Reduce mistakes from employees and suppliers Reduce time for employee orientation and training Reduce search time in navigating the facility and locating tools, parts and supplies Reduce parts stored in inventory, and associated inventory carrying costs Reduce unnecessary human motion and transportation of goods Improve floor space utilization Improve employee safety and morale Improve product quality Extend equipment life through more frequent cleaning and inspection 5S producas measurable banefts. One of the surest ways to identify these benelits is to establish and track specific metrics. For example, measure the time required to locate items in the workplace before 5S and then measure the time required after the workspace has been improved. Longer term benefits can also be measured by monitoring the amount of workplace injuries reported after 5S has been implemented, Not only may workplace injuries decrease, but training casts may, too. itis easier and faster to train employees in a work area that is orderly and well marked. ‘Another way to measure 5S benefits in the workplace is to take pictures. Pictures are very effective at visually highlighting the improved appearance and order in the workplace. Concrete measurements are a complement to the pictures, fueling the momentum needed to sustain 5S.WHAT IS VISUAL WORKPLACE? Visual Workplace - also known as Visual Factory or Visual Management —is a lean concept that emphasizes putting critical information at the point of use. Visual systems and devices play a critical role in many ofthe most popular lean tools, including 5S, Standard Work, Total Productive Maintenance, Quick Changeover, and Kanban (Pull Production). In fact, Visual Workplace serves as the kay sustaining force for these initiatives, because it ensures that lean and six sigma improvernents remain clearly visible, readily understood, and consistently adhered to long after the Kaizen or rapid improvement event is over. Tn oe Re a a ee ee un eet TT eee uke en et Peek te eee ea ese on time, every time, because of visual solutions. From “Visual Workplace, Visual Thinking” by Dr. Gwendolyn Galsworth, www.visualworkplace.com Companies are often surprised to learn that only a fraction of their activities actually add value for their customers. it's nat uncommon that {50% or more ofa facility's activities are considered waste! ‘A primary cause of waste is information deficits — employees simply lack the knowledge they need to do their jobs efficiently and offectivly. This leads employees to waste valuable time and motion searching, waiting, retrieving, reworking or just plain giving up! A visual workplace eliminates questions, generating significant improvements in productivity, quality, customer satisfaction, safety, and more. Visuals Critical To Lean Success ‘Successful lean initiatives start by establishing a base of operational stability. Afterall, you can't make lasting improvements on a base of chaos. By reinforcing standards and highlighting abnormalities at a glance, visuals support the foundational. ‘concepts of 5S, Standard Work, and Total Productive Maintenance, which are used to stabilize the work environment, work methods, and equipment performance. ‘Once a stable operating base has been Visual Workpk WHIOVEMEn, established, the next step is to implement a cian 5, ‘kaizen-style improvement program that continues improvements! to raise the bar in operational excellence. At this stage, creating a visual workplace becomes even mote critical, since a continuously improving work environment is also a constantly changing one. Experienced lean practitioners know that keeping ‘employees informed of evolving best practices Time ———» and preventing the natural tendency to revert back to old habits is a major hurdle. The use of visuals helps to ensure that the new standards remain clearly visible, readily understood, and consistently adhered to by all employees long after the lean bltz or rapid improvement event is over.$1-SORT Sort refers to the practice of going through all the tools, materials, etc, in the work area and keeping only essential items. Everything else is ether stored offsite or discarded, This leads to fewer hazards and less clutter. The goals to eliminate nonessential items from the workplace. items are *red tagged” and stored in a local red tag area for a specific period of time, typically five days. If not reciaimed by the work group, items are then moved to one ‘of the company's central red tag areas, Here everyone can sift through the items to see if there is anything they need. ‘When items have been in the central area for a specific period of time, the company disposes of them through resale, donation, recycing, or trash, Establishing red tag criteria prevents confusion among workers and reduces wasted effort. The team should discuss and create guidelines on how to decide what stays and what goes. Frequency of use is the fundamental red tag criteria. To that end, a team may ask the following questions: © Whats this? © When did you last use it? * Isitcritical or unique for the department? © Ifits inventory, is this the minimal amount needed to keep up with the production schedule? In order to implement S1-Sort, there are action steps that need to be taken in order to guarantee success. * Select a 5S application area and take “before” pictures. * Review sorting criteria — recommended criteria are frequency of use, criticality, and quantity needed for production, Create a red tag area — mark off a corer or space to identify it asthe local red tag area. Tag, record, and move items to the red tag area — keep records so that the company can track assots. Take “after” pictures of the uncluttered work area and red tag area. Items not reclaimed by the work group within a set amount of days are moved to the company’s central red tag area,JOB AID - SORT 2. Review sorting criteria 3. Create a local red tag area 4, Tag, record, and move red tagged items ‘5, Take “after” pictures 6. After target time, move unclaimed items to the central red tag area Definition - Sort Target Outcome Eliminate nonessential items from the workplace. ‘An uncluttered workplace. Action Steps Resources 1, Identify a 5S-project area and take “before” pictures | 1. Red Tags 2. Red Tag Record Forms 3. Camera for “before” and “after” pictures ‘Some companies create a central storage area for ‘5S supplies and designate a 5S coordinator to manage supply stock. Progress Check __ Team clear on workplace boundaries Red tags and red tag log form available ____Nonessential items identified and red tagged ___Red tagged iterss moved to local red tag area Red tag log form updated _— “After” pictures taken, __ Red tag final approval authority identified (e.g. item can/cannot be red tagged) __ Sorting criteria established (¢.g., frequency of use; actual quantity needed-no buffer) __ Time allocated for Sorting is clearly defined (e.9., one hour) ___ Local red tag area designated with red floor marking tape or comparable boundary _— “Before” pictures taken (remember camera angles so that pictures are consistent) ___Fvery nook, cranny, cabinet, desk, drawer, and closet investigated Pans in place for items to be moved to cantral red tag area after target number of days Tips when the red tagging will occur, and so forth. * Eliminate waste by minimizing the following: * Go overboard on communication. Make sure management and employees in the target area are noti ‘+ Remove anything from the core work area that’s not used at least weekly. - Inventory: raw materials, parts, in-process inventory, and products. - Equipment: machines, jgs, tools, carts, desks, chairs, dies, vehicles, fixtures, etc ~ Space: floor area in the core work area, storage racks, totes, bins, shelving, etc. * Don't remove anything without the local work group's approval. Zealous 5S'ers can undermine support by barging ahead insensitivey. I's better to compromise on some things than to jeopardize the 5S mission. However, be persuasive when appropriate, when something is clearly a source of waste or is used infrequently$2 - SHINE ‘The $2-Shine step includes three primary activities which include getting the workplace clean, maintaining its appearance, and using preventalive measures to Keep it clean Shine the workplace by eliminating drt, dust, fuids, and other debris. Each taam member should be equipped with adequate cleaning supplies that have been tested to make sure the solution will not harm any equipment or work areas. Teams can clean things such as equipment, tools, work surfaces, desks, storage areas, floors, lighting, and anything else that affects overall cleanliness. A team may also paint or coat work surfaces, equipment, floors, and walls Treat cleaning as an inspection process. Use ito identify even tiny abnormal and pre-fallure conditions. Working in a clean environment enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments. The Shine process should not be left for a special janitorial crew. in order to make sure everyone participates and works together, each team should establish a regular schedule for routine cleaning as well as deep cleaning Once the work area, tools, and equipment are clean, they need to be kept that way. Continued housekeeping is one ‘Way to keep the work area clean, but the better method is to prevent things from getting dirty in the first place. Find ways to keep the workplace clean by eliminating sources of contamination. Root cause analysis, mistake-proofing, and the use of preventative measures are important to keep the workplace clean and orderly. Equipment that is kept clean performs more efficiently, has less unscheduled downtime, and reduces costs to the company. Many organizations find that safety and productivity improve as regular maintenance and housekeeping become the norm, Follow these action steps to guarantee success. * Define “clean” — you may face conficting definitions for clean within your work area. Find a definition that everyone supports. ‘Get cleaning supplies — be sure to identity appropriate cleaning supplies for your work area. Some cleaning solutions may harm equipment while other cleaning instruments may harm metals, photo cells, or tooling Consult sanitation specialists for guidance. Take “before” pictures — a record of your current state often generates the motivation to Keep things clean. Clean the work area — share the work load among the group. Eliminate small imperfections through cleaning and inspecting activity Take “after” pictures — use photographs to demonstrate your resultsJOB AID - SHINE Definition - Shine Target Outcome Remove dirt and debris, inspect equipment and eliminate | clean workplace - one that shines, and that minimizes sources of contamination sources of contamination Action Steps Resources 1. Define “clean” 1. Cleaning supplies such as brooms, dust pans, rags, 2. Get cleaning supplies degreasers, and floor cleaner. 3. Take “before” pictures 4. Clean the work area 2, Personal protective equipment such as gloves and eye 5. Fix small imperfections protection. Do not wear jewelry that can get caught in 6. Identify contamination sources the equipment. 7. Tako “after” pictures Progress Check ___ Team has established their definition for “clean” in the target workplace ___ Cleaning supplies collected ___ Housekeeping staff consulted about cleaning agents ___ Personal Protective Equipment e.g., gloves, safety glasses) distributed __ Equipment shutdown or locked out to prevent safety risks ___ Potential safety risks (e.g., metal shavings, sharp edges) identified before cleaning ____ Before" pictures taken (remember camera angles so that pictures are consistent) __ Cleaning tasks completed —— “After” pictures taken _— Observations shared among team members about inspection activity Tips Identify target areas for cleaning. * Consider doing the initial Shine process in waves. Do a first pass that addresses the biggest challenges. Use additional passes to get successively better. Remember that an important part of cleaning is inspection. As you get the work area clean, look for sources of potential problems and contamination. * Once dirt, dust, grime and debris have been eliminated, consider painting surfaces or sealing them with a protective coating. You'll be amazed by the visible difference. + How will cleanliness be sustained when the initial 5S project is complete? Record key cleaning points and recommendations as you're wrapping up the Shine process. The information will come in handy in S4-Standardize. © A thorough cleaning process includes the obvious equipment and work surfaces, but also includes parts, storage racks, tools, instruments, transportation vehicles, desks, chairs, walls, windows, closets and lighting. In short, clean everything and everywhere in the workplace.$3 - SET IN ORDER Planning Phase In $3 Set In Order, team members come together and share the insights they have gained during $1 and $2. They analyze the work area for additional improvement opportunities and look for ways to reduce sources of waste and error as well as to make the workplace more visually instructive. The team brainstorms potential solutions, with special emphasis on using visual resources to achieve improvement. Be sure to get feedback and approval from stakeholders (production, maintenance, safely, management, etc) before making changes. Use the focus points below to guide efforts to redesign the workplace for improved performance. Facilities/equipment/tools: Focus is on organizing and labeling facilities and equipment. * Make sure utility pipes, conduits, compressed air hoses, gas cylinders and electrical systems are clearly named and labeled to simplify line tracing, Operator tools should be kept near the point of use, organized and labeled. ‘© Gauges and indicators should be marked so abnormalities can be detected at a glance. Safety: Focus is on alerting people to potentially hazardous situations and controling actions to prevent an unsafe condition, Provide hazard wamings and safe work instructions at the point of naed. © Make sure that locations for lockout/tag out devices, eye wash stations, fist aid stations, and safety showers, etc., ate clearly marked. Ensure thatthe proper personal protection equipment is easy to access and ready for use Procedures: Focus is on employee's ability to execute job responsibil within a given workplace Make certain that the latest version of work instructions and job aids are posted. + Employ visual or auditory signals that alert operators to abnormal conditions. * Use mistake-proofing devices to prevent human and machine errors. Quality: Focus is on graphically or physically representing quality standards. * Quality standards should be visually designed and properly displayed. * Post examples of acceptable and unacceptable outputs in a common area. # Visually display quality performance trends. Inventory/Material Handling: Focus is on effective identification of production and MRO materials, storeroom organization, and material movement. Clearly mark: * Line side inventories (inventory type, max/min quantity, location, etc.). © Storerooms (shelf, rack and bin labels, restocking indicators, barcoding, etc.) * Inventory delivery routes and replenishment procedures.JOB AID - SET IN ORDER - PLANNING PHASE Definition - Set In Order Target Outcome Evaluate the workplace and add smart workplace ‘A workplace that is visually instructive and is the source features. ‘of minimal waste and human errors. Action Steps Resources 1. Create a current state workplace diagram. 1. Flip charts for creating current and future state 2. Team shares insights gained during $1 & $2 diagrams 8. Evaluate current workplace 2. CAD system (optional to draw workplace to scale 4. Create a future state workplace diagram 3. Camera 5. Get approval for change from stakeholders 4. Stakeholders (i.e. production, maintenance, safety) to consider proposed changes Progress Check Insights gained during $1 and $2 shared among team members __ |nprovemnent opportunities listed, discussed, and prioritized Waste reduction ideas (¢.g., excess motion, material handling, etc.) __ Error reduction ideas (e.g., checklists, visual instructions, or color coding) __ Ideas for making the workplace more visually instructive __ Ideas to overcome challenges and problems identified by stakeholders __ Target benefits of proposed changes clearly defined ___ Future state workplace diagram drawn —— “Before” pictures taken ___ Approval from stakeholders obtained Tips + Sketch ideas on flipchart or paper to build understanding and evaluate them. « Cellular workflow has many benefits. Consider i if the workplace is not currently organized that way. * Revisit the workplace to evaluate the viability of proposed changes. * Involve stakeholders (immediate work area and others) in thinking through changes. * Be sensitive to the concerns and reservations of stakeholders; they know the area best. * Quantify the impact of the changes,$3 - SET IN ORDER Implementation Phase 3's Implementation Phase includes establishing features in the workplace that make it clear that there’s a place {or everything and that provide visual signals to help people succeed. It focuses on the need for arranging tools and equipment in an order that promotes optimum work flow. Having designated locations forall tems in the work area enables employees to take contol over their operations. Employees will beable to immadiately see if things are out of place and it more materials, supplies, or tools need to be ordered In order to successfully implement $3, there are common actions that need to be performed. ‘Place borders around equipment and objects that rest on the floor. This clearly identifies the location of ‘equipment and also warns people passing by not to get too close. Use an address system to identify plant locations, storage areas, and shelf locations. Label tools, fixtures, jigs, et., for easy cross-identification with storage location markings. Where possible, use pictures and graphics to facilitate recognition, Employees can implement this aspect of $3 by placing parts or images of parts above storage locations or creating shadow profiles on tool boards (see above image), The steps in $3 - Set In Order: Implementation Phase include: ‘© Tako “before” pictures. This is your last chance to capture the past before you move towards the future ‘implement workplace changes. Plan to do...do the plan. Now isthe time to implement your changes. Be sure to invole necessary company personnel, such as skilled trades, plant maintenance, engineering, quality, etc ‘* Set locations by creating addresses and applying labels, markings, and color coding. Verify or create standards for colors and character size before setting in order. See the person in charge of facilities or maintenance for input. ‘+ Tako “after” pictures. Take lots of pictures — they memorialize your success and serve as a valuable company record.JOB AID - SET IN ORDER - IMPLEMENTATION PHASE Definition - Set In Order Create a well-ordered, visually instructive workplace. Target Outcome ‘A workplace that is visually instructive and is the source ‘of minimal waste and human errors. Action Steps 1. Take “before” pictures 2. Implement workplace changes 3. Mark locations by creating addresses and applying labeling, marking, and color-coding 4, Take “afte” pictures Resources 1. Existing plant standards for labeling, marking, and color-coding 2. Labeling supplies 3. Tape for creating borders on work surfaces and floors 4. Paint and painting supplies Progress Check ___ "Before" pictures taken __ Work surface borders Equipment and tools labeled —— “After” pictures taken ___ Plant Marking standards determined (see facility, maintenance, or operations manager) 5S team clear on plan (¢.g., goals/tasks/assignments on a flipchart) ___ Reorganization tasks completed (e.g., equipment moved, inventory relocated) __Set In Order/Plant Marking and Identification supplies collected ___ Marking and Identification tasks completed, for example: Floor bordars for walkways, workways, and storage locations __Inventory and finished goods lacations marked and/or color coded _— Tanks, pipes, valves, motors, electrical panels labeled or tagged Tips resources. sure their interests are addressed. * Create a work area map before setting locations. Consider altematives and draw them on the map to verity effectiveness. Consider them thoughtfully before setting locations, * Consider engaging people outside the work team in setting locations. Consult mechanics, electricians, and specialists in sanitation, safety, quality, production scheduling, and accounting in order to tap their ideas and ‘* Remember that mechanics, electricians, and technical contractors are stakeholders for your reset initiative. Make * Your Brady representative is also a great source for Set In Order ideas and supplies.$4 - STANDARDIZE During this phase of implementation, the team identifies ways to establish the improved workplace practices as a standard. The goal of standardization isto create best practices and to get each team member to use the established best practices the same way. ‘Sweep the entire area atthe end ofthe shift 2) [Pitzer env atea a as emo om ts asd cage ken location Take empiy pallets out ofthe area and store in an appropriate SI coson Team 4 _| Empty garbage's as noaded at the end of evary shit Seo Rotation 5 _| Restock materials from overfiw area when space permits Kevin 6 | Move full pales to designated areas away from shipping dock Sweeping Garbage Removal Day Shift | Night Shift| Day Shift | Night Shift Monday [Diego [Luis [Rudy | Norbert Tuesday [Lando [Norbert [Kevin | Luis Wednesday [Edwin (Curtis [Rick Curls Thursday [Rick Luis [Diego | Norbert Friday [Ron [Norbert [Lando [Luis In order to standartize, roles and responsibilities must be clearly and consistently applied. This can be accomplished through visual controls such as color-coding, flow charts, checklists, and labeling to help reinforce a uniformed approach, Managers and supervisors need to commit tothe initiative in order to provide guidance, as well as to provide general support to the team. Team members in return must embrace 5S principles and practices in order to help implement these changes into their work area. ‘As 5S standards are adopted into each individual work area, each locale will develop unique approaches and methods to accomplishing the specified tasks and goals. Any team member working in a specific area must receive training in ‘that specified approach and method of work. Where possible, the tools used to standardize and sustain the 5S effort should be unified across all areas of the plant. Action steps for implementing $4 — Standardize include: ‘* Brainstorm ideas for making the 5S changes standard operating procedure, That may mean updating workplace procedures, checklists, job aids, diagrams and the like. ‘Update documentation to reflect the changes. lf your company has an ISO Coordinator, get the person involved to assure compliance with ISO requirements. © Make sure all stakeholders are aware of the new standard — inform and educate.JOB AID - STANDARDIZE Definition - Standardize Target Outcome Establish standards to maintain 5S improvements. Develop procedures, checklists, and other mechanisms established to maintain a work environment that is visualh instructive, has minimal waste and human error, and is. clean, unclutored, and organized Action Steps Resources 1. Brainstorm ideas for making the 5S changes standard | 1. Support from those who can create documentation, job operating procedure aids, and visual aids 2. Update documentation to reflect changes 2. Information and approval from those responsible for 3. Make sure all stakeholders are aware of the new maintaining company procedures standards - inform and educate 3, Poster-making supplies for posting new standards in work areas Progress Check ___ Ideas generated for establishing changes as standard operating procedure Input solicited from those who create and maintain plant documentation ___ Documentation created or updated, for example: __ Workplace diagrams __Flowcharts Procedures — Work instructions Job aids _— Miscellaneous visual aids Information and/or training provided to stakeholders to assure understanding Tips « Network with others engaged in the same activity. Collaborate to establish common approaches for creating documentation, visual aids, etc. * Tap your company's graphics staff or people with strong computer skills to help with visual aids. Provide them with @ rough sketch or an example from a technical manual or catalog. + IFyour company is an ISO company, be sure to involve your ISO coordinator to assure compliance with ISO requirements for postings and documentation. Having an organized facility marking program (standards for markings, color coding, etc.) is integral to 5S success. Otherwise, each 5S team does its own thing and the visible effect is a haphazard approach that could cause problems for everyone. Consult your Brady representative for guidance about an organized facility ‘marking program.$5 - SUSTAIN ‘The purpose of S5-Sustain is to maintain the momentum generated during the inital event or project. A management auditing process should be put into practice to ensure that employees understand that maintaining the level of ‘workplace organization is a top priority, Management audits should focus on ensuring that the routines and schedules specified in $4 Standardize are being properly maintained. The audit also provides an excellent opportunity for asking questions and providing suggestions that stimulate further improvements. 5S Housekeeping Score Sheet Engl used mibonsmatra ruta a. a as "| Pres, tater and ads ae pepe ened ard stern designated a Pars rd bein pine cabinets are clan and gan. "Moab pt carn popr cn, fi didi Tops of machines, cabs he of st and das Flas ae cen rand he wok ea Bertin ands ae oie and ee of unecessa Hes. Wok statin ret clean ad (Daragedor rnin pees /eupnent roves fom teen mared fr rescen. evil Panel ex uncbstuted Fuiurfchars/oecke ae n Neat, the 5S effort needs to be expanded to other work areas. Use the 5S'ed work area as a model for emulation, and invita the original 5S team to share their ideas and experionces with employees from other work areas. Be sure to publicize success stories and provide appropriate recognition to team members. 5S newsletters, displays, and awards are excellent ways to build employee morale and motivation. Finally, it should be reinforced that 5S is an on-going journey. Workers should be encouraged to continue to make improvements to their workplace on a reguiar basis. The same work area might even be scheduled fora follow-up 58 event six months or a year later. Continuous improvement must become part of the routine expectations and activities of the work day. When improvement stops, the likelihood is that workplace organization will not just stagnate, but will actualy deteriorate, To avoid that, keep everyone continually looking for ways to improve their work conditions. Action steps for implementing S5 - Sustain Audit to ensure that processes established during $4 Standardization continue to be maintained Use the phase 1 work area as a model for other areas to match, and have the original 5S team share their insights and experiences with employees in other work areas. ‘Use newsletters, displays and other communication tools to publicize successes and reward strong efforts with recognition. ‘© Evaluate 5S effectiveness and continue to improve. Conduct regular review meatings to identity aditional 5S opportunities. TS BRADY. scx rcnsonance warsens nost™JOB AID - SUSTAIN Definition - Sustain ‘Monitor, expand & refine 5S results Target Outcome ‘A workplace that automatically restores order, regulates ‘activity, and continuously imporves Action Steps 1. Monitor processes established during $4 - Standardize 2 Expand 5S efforts to other work areas 4. Evaluate 5S effectiveness and continuously improve 4, Recognize and reward strong efforts Resources 41. Management audit forms 2. Resources for communication and recognizing successes (newsletters, displays, awards) 3. Presentation tools for sharing best practices with other work areas 4, Managment commitment and focus on maintaining the new standards Progress Check ___ Sustain actions implemented, for example: _— Miscellaneous visual aids __ Sustain methods clearly defined, with responsibites and target dats identified ___5S teams benchmark with ech other and share ideas __5S teams present projected results within the company and to others __5S team results published in company communications 5S teams visit other companies to get new ideas _— Company leaders conduct 5S audits to see accomplishments and opportunities __ Ideas generated for continuously improving the company's 5S approach Tips discipline. improve their 5S results. + Establish a calendar for sustaining activities and stick to it. Make it part of the company's operating * Involve employees in sustaining 5S improvements. Engage them in evaluating areas outside their workplace, providing support for other workplaces, and in visting ather companies that excel * Establish a 5S resource center to provide 5S supplies for teams so that they can readily sustain and continuously An active management champion and the support of all managers is vital to 5S success.5S / VISUAL WORKPLACE AUDIT FORM DEPARTMENT: /AREA:, — Supvr, AUDITOR'S NAME: DATE: = 7 a Dae | or ToTAL Paws, outer é Ttekeson a ea ee cy gear Pow op too 2 etek arora cuir to oo ee horace | ee | ‘Eero ict ae Sees ela et Pee alt | Y Reecuemertngee {betsy Es boon wes beh | Sse es = ES oe ————a omen tet ae a eee a = es eee tee eT f-tesavssncbar a : (autcamtirteae —{—tr1| Leemnnmmene | it ema re er (8 al mova quarts bao cue) kM? too) oo ET ‘TOTAL POINTS TS BRADY. scx rcnsonance warsens nost™VISUAL WORKPLACE PHOTO GALLERY The examples on these pages are designed to help you think about how visual devices can benefit different aspects of your lean initiative, improving productivity, profitability, customer satisfaction and employee morale. Weteke runic FRTCELL 106 AR | = TOO!VISUAL WORKPLACE PHOTO GALLERY Brady Visual Workplace Solutions Brady offers products and services that can help you implement these ideas and more. For further information, reviow the catalog and our website (onww.bradyid.comvisualworkplace), or call us at 888-250-3089. Brady has trained representatives locally available and ready to support you with expert advice and assistance. Visual Production / Process ControlBRADY LABELING SOLUTIONS FOR 5S / VISUAL WORKPLACE The right printing system can be an essential tool for creating an orderly and visually instructive workplace, allowing you to make signs, labels, tags, and more on demand, Some of the benefits include: Simple and Fast: Visual devices are quickly and easily designed onscreen, then printed and automaticaly cut to size, Print on Demand: Print what you want when you need it. No waiting Economical: Create visuals for significantly less than custom graphics produced at outside vendors. Professional: Create professional-qualy visuals that are easy to read ata glance. Durable: Our standard vinyl tape employs an adhesive that sticks and stays stuck to even curved and textured surfaces like pipes, walls, flors, etc. The thermal-transfer printed images withstand moisture, sun, cleansers and chemicals © Standardized: Prodofined tomplates help promote consistency and ensure that visual devices used across different cells and sites employ the same standardized look. Te uLTMaTe MATE = THEPERFECTSS ‘we portance SUA WORKPLACE Nee PANTER Tesw cases GlobalMark*2_ BBP*31 Sign ywerMark™ Sign ‘MiniMark™ BMP?71 BMP®21 Ingutiatabcler taba riner""ELaber "aia eter Label Pier Label rer a z z = 7 = a easy 7S 7s = 7s = m a SE ara ie a ie ie : ar a inom Tera 5 Taare gmt yg tk a oy a vat atint Eig tie’ "an SN” dein vin. imos oman iii, E Tee agate "“itaelatnar™” saie'be ates Soran nat aceon." = at MarkWare™ Lean Tools Software MarieVare Lean Toois software makes it even easier to create custom visuals such as signs, labels, and tags, ‘on your computer. Whether you are implementing 5S, Total Productive Maintenance, Standard Work, or other lean concepts, MarklVare software helps you post ertical information right atthe point of use. This gives your employees the knowledge they need to work effectively and efficiently, while supporting and sustaining your continuous improvement initiatives. Implementing an autonomous, preventative or predictive maintenance program? Check out MarkWare's new foatures that allow you to create gauge labels, ol love indicators and other visual equipment controls in saconds!VISUAL-LEAN eLEARNING COURSES Brady's Visual Workplace el earning courses take the time and hassle out of training employees in lean concepts such as Visual Workplace, 5S Workplace Organization and Total Productive Maintenance. No more time wasted preparing training materials or repeating the same training presentations over and over again! Employees can take the courses when they want and at their own pace, from any intemnet-enabled computer. Each course emphasizes the proper use of visuals to reinforce standards, identity abnormalities and sustain improvements. Hundreds of photo examples are included to help stimulate ideas and sef-initative on the shopfloor, ‘© 24-hour course access via intemet + Each course takes approx. 30 minutes to complete Real-life application scenarios keep learners engaged Learning checks and quizzes ensure proper comprehension Progress and performance reporting available for managers 3 Courses Available 1. Introduction To Visual Workplace Shows how visuals support lean initiatives by eliminating waste, LEARNING establishing operational stability and sustaining continuous improvement The second hat ofthe course provides detailed best practies for creating and maintaining visual 2, Visual 5S — Optimizing Workplace Organization Provides a general overview of 5S and shows how 5S visuals can be used to maintain order & optimize efficioncy. 3. Visual TPM — Enhancing Equipment Reliability & Maintenance Efficiency Provides a general overview of TPM and shows how TPM visuals can be used to simplify maintenance and detect equipment problems before they result in breakdowns. How to Order eLearning Courses Log on to www BradyD.comr/el earning and simply add the course ‘0 your shopping cart! After purchasing, you will receive an email with a link to access your online course Volume Pricing Avaitable Be sure to ask about discount pricing for 10 or more training seats! 142256 Introduction to Visual Workplaco $29.95 142957 Visual 5S: Optimizing Workplace _ $29.95 142258 Visual TPM: Enhancing Equip. $20.95, cm 7142259 S-course Bundle $49.95 _ itLEAN INFORMATION BOARDS EXPAND SHOP FLOOR COMMUNICATION Use lean communication boards to: © Track key performance indicators * Post schedules and assignments ‘© Submit ideas and work requests Provide lean activity updates * Report audit / inspection results * Recognize achievements Durable, yet light weight ‘+ Made of 1/4"-thick extra heavy duty preboard with polystyrene foam core. * Withstands industrial environments without warping, cracking or fading + For indoor use only Customize displays to your needs * Two colors and two sizes available — 4 or 6 panel format « Add headings and subheadings using a permanent marker or Brady industrial label printer Print on Brady clear vinyl for a clean, professional look. Using Brady repositionable vinyl also makes it easy to change headings and re- purpose boards for other uses «Adhere either document holders or dry erase panels ‘* Document holders allow you to easily display charts, graphs and spreadsheets created on your computer Use dry erase panels for displaying metrics and schedules that are frequently updated, and for recording shopfloor improvement ideas and maintenance requests i os Brady can also custom print headings, company logos, Roatan at ee nett ships within 3-5 daye. Cal Brady Customer Service at tee omen rT 3 cr Lean Communieation Boards 114612 4-Pancl Board w/ 4 document noidors & wall mounting hardware 25°w X Gray 114611 __4-Panel Board w/ 4 document holders & wall mounting hardware _25'w X Blue 174614 6 -Panel Board w/ 6 document holders & wall mounting hardware 37'w x Gray 114613 __6-Panel Board w/ 6 document holders & wall mounting hardware 37"w X Blue 112633 Document holders 10pack 114610 Dry erase panels Sipack 112632 Dry erase marker sat (3 markers, 1 eraser) 112631 Floor Stand (works with 4 and 6 panel displays)* “Holds one or two boars back-l-back Made of powder-coaied setTOUGHSTRIPE® FLOOR MARKING TAPE Superior Durability Spend less time replacing damaged or worn lines for a better-looking, more efficient facility. * Withstands forkit traffic without tearing or lifting * Low-profie design minimizes tears and scratches from skids, pallet jacks, eto. + Rugged polyester with ultra-aggressive adhesive Easy Application Quickly lay down smooth, straight lines - without the help of coworkers. * Can be easily applied by one person working alone © Stiff polyester with liner prevents tape stretching and feduces wrinkles and wavy, uneven lines ‘* No special floor preparation fequired — just clean with ‘common cleansers High Visibility Diecut Shapes Get the same visibility of painted floor markings — Utilize different shapes, colors and sizes for more and pay less. + High-gloss surface shines like new paint + Low profile minimizes debris buildup along the edges ‘that occurs with thicker (extruded) floor tapes © Surface resists marks and smudges and cleans up like new © Available in a variaty of high-impact colors Painless Removal Easily remove floor markings without damaging the floor or leaving adhesive residue. * Dogs not chip and flake wien being removed — ‘comes off in one piece * Clean removal without any unsightly adhesive residue or damage to the floor PS al TS eg ate Bs ey eee eae effective, durable floor markings. '* Dashes, dots, arrows, footprints, and comer marks (L, Tand + shapes) ‘© Longer lasting markings — Minimizes the risk of damage and facilitates fast repair * Select dashes, dots and arrows are pre-spaced on transfer tape, making it incredibly easy to lay down straight, evenly spaced linesALL-IN-ONE 5S MARKING KITS Everything you need to 5S your facility in one kit! Brady's 5S Marking Kits provide everything you need to get started 5S'ing and color-coding your facility. Each kit contains an assortment of our most popular floor and workbench marking supplies. Kits that include a Brady portable label printer are also available. KITS CONTAIN: Floor marking Kit with IDXPERT™ “Continuous Only” label printer: (1 roll each of yellow, red, blue, green) IDXPERT™ label printer © 2° floor marking tape (4 rolls) © Hard carrying case ‘© 2° L-shaped corner marks (4 rolls) ‘* AC power adaptor * 5 tape cartridges of various widths and colors Toolboard / workbench marking (1 roll each of black, red, blue, green] Kit with BMP®71 label printer: ( 12” shadow vinyl (4 rolls) areen) © BMP®71 label printer ‘© %" border tape (4 rolls) °° Hard carrying case © %" L-shaped corner marks (4 rolls) ** Charger / AC power adaptor ‘© 2° black and red ribbons (1 roll each) © 5 rolls of tape of various widths and colors TOOLBOARD & WORKBENCH MARKING SUPPLIES * Sol-adhosive vinyl sheets and tapes designed for usa ATT eo calWaTOO Boi ‘on tool boards, work benches, storage shelves and other eho Wd non-floor surfaces. « Stick securely to a wide range of surtace types | : | | ae= 1 * Won't peel, crack or fade whan exposad to common cleansers, solvents or sunlight * Quickly create tool shadows to exact size Beta cee ccna usa eee ee ue ae ec) re a eM inne eee Uke ato ome 1-800-263-6179 ‘wit BradyCanada.ca Mexico For more information on visual workplace and Brady's identification solutions, call 900-262-7777 1-888-250-3089 or visit our website. The Brady visual workplace website is a Sonate aitmation oom: great source for visual workplace ideas, best practices and solutions, providing easy one-stop access to wide range of example photographs, articles, online = (© 2011 Brady Worldwide me. ALL RIGHTS RESERVED WHEN PERFORMANCE MATTERS MOST”