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Profero, Inc. 2011
Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601
www.proferoinc.com
Profero, Inc. 2011 1
Visual Controls to ImproveWork
F34
Tuesday, November 15th
10:30 am 12:30 pmPresented by: Anthony Manos
2
Agenda
Introduction to visual workplace
Senses
Types of visuals
Examples, examples, examples
Wrap-up
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Class Management
Please place cell phones on vibrate or off
Please, no texting in class
Ask questions anytime If a question requires a more in-depth answer, we may
cover it off-line
Breaks will be taken when needed
Will monitor pace and ask Too fast or too slow?
Be comfortable!
Please participate to maximize learning
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Brief History of Lean
Henry Ford mass production (c.1900s - 1930s)
Taiichi Ohno, Shigeo Shingo - Toyota(c.1950s+)
JIT & Quality Circles (c.1980s)
Lean Manufacturing (c.1990s)
Lean Enterprise (c.2000s)
Lean Accounting, Lean Healthcare, Lean NewProduct Development, Lean IT, etc.
Profero, Inc. 2009 10
Leadership
5SVisual
Standard Work
Batch Size Reduction Quick Changeover
Pull System & KanbanCellular & FlowTPM
V
SM
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
Building Blocks of a
Lean Enterprise
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8 Wastes of Lean
Overproduction
Motion
Inventory
Transportation
Waiting
Under-utilized People
Defects Over-processing
Profero, Inc. 2009 12
OverproductionDoing more, earlier or faster
than the next operation needs it
or is ready for it
Asking for things much
earlier than needed Making too many copies
of reports
Batching work
How can you spot
overproduction? ____________________
____________________
____________________
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Under-utilized People
Not tapping into people's
education, skills, experience,
training, creativity, etc.
This is not about the
hands, it is about the
head
It is a loss of intellectualcapital
Respect for people
How would you know that
we are tapping into
peoples ideas?
____________________
____________________
____________________
Profero, Inc. 2009 18
DefectsErrors, mistakes, rework, etc.
Information that is not
Accurate and Complete Anything with the letters
re in front of it rework,
redo, rewrite, reword,
review, repair, replace
How does this affect your
work? ____________________
____________________
____________________
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Over-processing
Doing more than the customer
asks for and would not be willing
to pay for it.
Thats the way I always
done it. syndrome
Overly complicated forms
Bureaucracy
Misinterpretation of
regulations
Fear of litigation
Why do we do more than
we need to?
____________________
____________________
____________________
Profero, Inc. 2009 20
Visual & 8 Wastes8 Wastes
Overproduction
Motion
Inventory
Transportation
Waiting
Under-utilized People
Defects
Over-processing
Visual examples toeliminate waste
_________________
_________________
_________________
_________________
_________________
_________________
_________________
_________________
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Everyday Visual Controls
Profero, Inc. 2009 22
Information and Baseball
What do you need to know?
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Benefits of Visual
Easy to understand especially for English as aSecond Language (ESL)
Standards a clear to everyone, better quality,increased productivity
Faster recognition of abnormal situations andcorrective actions
Reduces waste and makes the workspacemore orderly & pleasant to work in
Impresses customers, potential customers,visitors & auditors
Improved communication, motivation, safetyand morale
Profero, Inc. 2009 28
Visual Controls as Communication
Tools
Visual controls expose waste so we canreduce or eliminate it
Visual controls help in:
Improving motivation & morale
Focus on safety
Pride of workplace & workmanship
Visuals and performance metrics What gets measured, gets done
Policies drive behaviors
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Information Flow
Old Way Visual Way
Top Down Every direction
Profero, Inc. 2009 30
Information Needs & Sharing What information do
people need to do
their job?
What information do
they need to share
with others?
Is it visual?Information
Information
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Visual Goals
Relay useful information to those who
need it
Control or guides groups & individuals
Prevent errors or mistakes & remove
guesswork
Reduce waste
Keep things running smoothly & safely
User friendly
Profero, Inc. 2009 32
World Class Visual Controls Anyone knows whats going on by looking
around
You do not have to wait for information to
do your job
Everyone passes the 30 second test
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Communication Story
Operators standing
around (waiting
waste)
What information do
they need?
Make this visual
Profero, Inc. 2009 34
Nervous System True visual management goes far beyond
having a clean and well-organized factory
Visual management provides real-timeinformation and feedback regarding thestatus of the plant
It is a company-wide "nervous system"
that allows all employees to understandhow they affect the factory's overallperformance
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Status
True visual management shares real-time
information about the status of our
organization:
What are our goals?
What are our key measures?
How are we performing in relation to those
goals?
What is preventing us from reaching our
goals? Most importantly, how does my individual
effort contribute toward success?
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com
Profero, Inc. 2008 36
Senses
We use all our available senses
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Five+ Senses
Traditionally, we were
thought to have just
five senses
Sight
Hearing
Touch
Smell
Taste
Scientists now
recognize that we have
several additional kinds
of sensations, such as
pain, pressure,
temperature, joint
position, muscle sense,
and movement, but
these are generallyincluded under "touch"
Profero, Inc. 2009 38
Factory Senses Sight
Hearing
Touch
Smell
Taste
People use their senses
continually
Humans are extremely
visual
Hearing never sleeps
The body has touch
sensors all over
People can associate
smells with memory
Taste & smell extenuate
each other
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Color Measure
Opaque non-metals
Metals
Translucent
Transparent
Hue describes color
Value light or dark
Chroma differencefrom a gray
Munsell Book of Color
CIE InternationalCommission onIllumination (1913) forum for light andlighting
CIE XYZ Scale (c.1920s)
CIE L*a*b* (1976)
CIE L*C*h
Profero, Inc. 2009 40
CIE L*C*hL= lightness
h = hue
C = chroma
Red
Green Yellow
Blue
White
Black
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Color Standards
Over 100 separate standards for colors
American National Standards Institute
(ANSI), American Society for Testing and
Materials (ASTM), ISO (International
Organization for Standardization),
Occupational Safety and Health
Administration (OSHA)
Profero, Inc. 2009 42
Color Standards
Pumpkin/squash color standards
Canned ripe olive color standards
Frozen French fried potatoes standard
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OSHA Recommendation
The following color scheme is recommended byOSHA:
"DANGER" - Red, or predominantly red, withlettering or symbols in a contrasting color
"CAUTION" - Yellow, or predominantly yellow,with lettering or symbols in a contrasting color
"WARNING" - Orange, or predominantly orange,with lettering or symbols in a contrasting color
"BIOLOGICAL HAZARD" - Fluorescent orangeor orange-red, or predominantly so, with letteringor symbols in a contrasting color
Profero, Inc. 2009 44
OHSA Safety Color CodesSafety color code for marking physical
hazards. - 1910.144
Red fire protection equipment and
apparatus, safety cans, E-stops, etc.
Yellow shall be the basic color for
designating caution and for marking
physical hazards such as: striking against,stumbling, falling, tripping, and "caught in
between"
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Color Blindness
About 7 percent of men are red-green
color blind, compared to 0.4 percent of
women
Always back-up color-coding with symbols
or words
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com
Profero, Inc. 2008 46
Visual Categories
Indicators
Signals
Controls
Guarantees
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Power Level
Extent that it will be obeyed
The potential risk or loss if it is ignored
Low, medium, high
From Dr. Gwendolyn Galsworth, Visual
Management Institute
Profero, Inc. 2009 48
1. Visual Indicators Shares information by displaying or
showing it.
Compliance or adherence is voluntary
Notice them or not, obey them or not,negative consequences are minimal
Supermarkets and retail stores
Tell us what, where, how much and howmany
Power Level is minor
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Indicators
Profero, Inc. 2009 50
2. Visual Signals Catches attention and delivers message
It changes
Flashing lights, red lights, green lights,
buzzers, bells
Power Level is Moderate
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Controls
Profero, Inc. 2009 54
4. Visual Guarantees Mistake proof, poke-yoke, error proof
Prevention
Eliminate quality defects
Locator pins, templates, counters
Power Level is Maximum
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Guarantee
Profero, Inc. 2009 56
Visual Device Summary
Type of Device Power Level Examples
Indicator
(tells only)
Minor Street signs,
departments signs
Signal
(gets attention)
Moderate Traffic lights, dept
store chimes
Control
(limits behavior)
Major Parking lot lines,
inventory lines
Guarantee
(mistake-proof)
Maximum Assembly
template, pins
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Profero, Inc. 2010
One-point Lessons
Simple
Used to train
somebody in about 10
minutes
Focus on one small
task or breakup larger
tasks into steps
Value-adders help
create
Use for continual
improvement
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com
Profero, Inc. 2008 58
Types of Visual Controls
General
Performance
Production
Maintenance
Standard work
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General
Consider the audience
Visible from a distance
Legible
Symbols, diagrams, or pictures versus
words
Profero, Inc. 2009 60
How to Apply Visual Use Signs, Lines,
Labels and Color-
coding
Charts, pictures,
lights, scoreboards
Kanban, Andon lights
Inventory Levels
Examples
Productivity Goals
Quality Goals
Delivery schedules
Set-up specification
Safety Initiatives
Attendance Goals
Team Objectives
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More Examples of Visual
Signs
Charts
Goals
Pictures
Color coding
Lights
Scoreboards
VSM Current & FutureState
Standard Workinstructions
Tags
Forms
Training hours
Employees suggestions
Cross trained skills
Employee awards
Absenteeism
Critical maintenancepoints
Customer satisfactiongoals
Performance targets
Profero, Inc. 2009 62
Visuals Individual vs. Group
We can
work on this
together.
Lets
brainstorm
some ideas.
Whos working
on this
problem?
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601
www.proferoinc.com
Visual Metrics
How are we doing?
Profero, Inc. 2011 63
Profero, Inc. 2009 64
Performance Need metrics to measure progress
towards goals or objectives
Foundation for effective communication
Caveat
What gets measured, gets done
Policies drive behaviors
Some traditional metrics need to be removedor eliminated before Lean implementation onthe floor
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Types of Metrics
Use standard definitions throughout theorganization
Decide what types of metrics will be tracked
Try the Balanced Scorecard approach
Examples Financial
Process
Performance
Human resources Customer oriented
Health & Safety
Profero, Inc. 2009 66
Examples of Traditional Metrics Sales per employee
Some MRP based measures like machineefficiency or utilization
Overtime
Short-term profit
Piece Part Incentives
EOQ
Volume discounts
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Essential Metrics
Start with the three essential metrics:
Quality
Cost
Delivery (or Service)
Cost Delivery
Quality
Cost Delivery
Quality
Profero, Inc. 2009 68
Examples of Other Lean Metrics Operating Expenses
Quality
Inventory Levels
Inventory Turns
OEE
Cost of quality
Turn around time
Training
Teams
VA versus NVA activity
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Communicating Metrics
Communicate progress towards goals
Make it meaningful
Everyone should know their role in
achieving the goals
Tie into reward & recognition
Profero, Inc. 2009 70
Quality First Pass Yield
Poka-yoke
Waste reduction
5S
ISO 9001
Problem solving tools
Supplier quality
Prevention versus detection Information flow
Statistical Process Control
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Organization
Vision
Action plans
Policy deployment
Training
Morale
Safety
Effective leadership
Incentives, reward & recognition
Profero, Inc. 2009 72
Dashboard View
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Management Controls
Profero, Inc. 2009 74
Quiz
Stop
Caution
Go
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Profero, Inc. 2011
Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.
9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601
www.proferoinc.com
Visual Examples
Low cost solutions
Profero, Inc. 2011 75
Profero, Inc. 2009 76
Communication Boards
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Communication Board
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Communication Boards
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Lean Communication Board
This is an example of a communication center that can be
setup to provide employees information related to a
companys Lean efforts
NOTES:
Use4' x8' Dry-eraseboard
Usecolorbackgrounds aroundpaper displaytod rawattention
Donotplaceanythinginfrontof theboard
Updatefrequentlyandwriteinthedateoftheupdates
Use4" lettersfortop of board,1 1/2" letters forothertitles
Placein location(s)mostappropriatefor viewingby allemployees
Communicate,communicate,communicate!
4'-0"
8'-0"
4" Lean Communication Board
LeanBuilding Blocks
VSMReview
81/2" x11" Paper
91/2"x 12"
Border
VSM Plan
VSM FutureState Map
11" x17" Paper
12" x18" Border
VSM CurrentState Map
11
/2"
VSM NotesLessonLearned5SNews
Lean Metrics
16 2/3
%
16 2/3
%
162/3
%162/3
%
162/3
%
162/3
%
CurrentProjectKaizenBlitz
8Wastesof Lean
LastUpdated: Monday12/31/99
Usethis areaas needed
foradditionalinformation
Writeindateeachtime
boardis updated
QualityCorner
SafetyZone
TPM-OEE
81/2" x11"
Paper
91/2" x12"Border
Lean News
1
0
0
9
08
07
06
05
04
03
0
4
0
5
0
10 %10 %10 %10 %
10 %
10 %
10 %10 %10 %10 %
1
2
3
4
5
5S
Profero, Inc. 2009 80
Wall Boards
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Visual Examples
Signs, Labels & Cards
Profero, Inc. 2009 82
Kiosks
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Quality & Complaints
Profero, Inc. 2009 84
Scheduling
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Safety
Mirror
Profero, Inc. 2009 86
Color Coding Bottles
Color-coding makes it easy to see from a distance;
translucent bottles make it easy to see the level of liquid
inside. Remember to back-up color-coding with words for
those who are color blind.
Before After
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Fire Extinguisher & Safety
Profero, Inc. 2011 87
Profero, Inc. 2009 88
Range Lines on DoorsSimple dashed lines let people know how far a door opens
to help prevent any injuries and enhance safety.
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Recycle Bins
Profero, Inc. 2011 89
Organized Parts Shelf
Profero, Inc. 2011 90
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Organized Work Area
Profero, Inc. 2011 91
Tool Shadow Board at POUS
Profero, Inc. 2011 92
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Organized Shipping Area
Profero, Inc. 2011 93
Profero, Inc. 2010
5S Clean and Inspect Schedule
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Visuals to Improve Your Workplace FABTECH 2011
Maintenance Map
Profero, Inc. 2011 95
Current Job Running
Profero, Inc. 2011 96
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Visuals to Improve Your Workplace FABTECH 2011
Gauge Marking
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Profero, Inc. 2010
Analog vs. Digital Gages
Advantages Disadvantages
Analog
Digital
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Lines on Floor
Make it easier to see where items belong (or dont
belong), diagonal stripe lines mean No Parking
Before After
Profero, Inc. 2010
Stripes on Stairs
To improve safety, mark the edge of stairs with yellow paint.
Before After
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Visuals to Improve Your Workplace FABTECH 2011
Profero, Inc. 2010
Safety Lines on Floor
Reduce chances for a safety incident by brightly painted
potential hazards.
Before After
Profero, Inc. 2010
Parts Racks
Organize parts racks and label what goes where.
Before After
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Visuals to Improve Your Workplace FABTECH 2011
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More Maintenance Ideas
See-through inspection
screen on machine
Sight glass for
level indication
Profero, Inc. 2010
Even More Maintenance Ideas
Alignment lines
Chain life indicator
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Labeling Stations
Use large numbers or letters to identify stations on
equipment.
Before After
Profero, Inc. 2010
Control PanelMake it easy to see from a distance, this improves
operation and safety.
Before After
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Fluid Level
Mark the proper level of oil to prevent problems or
breakdowns.
Before After
Wheres the Panel Key?
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Setup Chart Next to Hoses
Profero, Inc. 2011 109
Easy to See Labeling
Profero, Inc. 2011 110
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Where does the Cart go for
Changeover?
Profero, Inc. 2010
Labeled, POUS and Easy to
Get & Put Away
Profero, Inc. 2010
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What Machine is This?
What Goes in the Red Bin?
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Self Inspection
Bad vs. Good Alignment Tool
Profero, Inc. 2010
Kanban Station
Parts are produced
on this side
Parts are produced
on this side
Parts are used
on this side
Parts are used
on this side
Empty shelf triggers
another assembly
Empty shelf triggers
another assembly
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Kanban Rack
Parts are consumed
across the aisle
Parts are consumed
across the aisle
Parts are produced
behind the racks
Parts are produced
behind the racks
Profero, Inc. 2010
Kanban Board
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Consumables Kanban
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com
Office Examples
Visuals apply to non-
manufacturing areas
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Label Office Equipment
Who to contact when there is a problem, replenishment
supplies and location, etc.
Profero, Inc. 2009 122
Office Example Binder Area
Binder making area before & after
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Office Example Fax Area
Fax area Before & After
Profero, Inc. 2009 124
Office Example Mail Area
Mail area Before & After
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Office Example Supply
Cabinet
Supply Cabinet Before & After
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.9270 Corsair RoadSuite 18Frankfort, IL 60423Tel: 815.469.5678Fax: 815.469.5601www.proferoinc.com
Profero, Inc. 2008 126
Wrap-up & Evaluations
Open discussion
Q&A
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Developer
Anthony Manos Tony Manos is a Catalyst with
expertise in Lean and quality. Trained
and certified by the Department of
Commerce, National Institute of
Standards and Technology (NIST) in
Lean principles and as a trainer in
Lean courses. International speaker
on Quality and Lean Enterprise topics.
Mr. Manos is a Senior Member of ASQ
with several certifications. He is also a
Shingo Prize Examiner and helped
developed the AME/SME/Shingo Prize
Lean Certification.
Contact information
Tony Manos
Catalyst
Profero, Inc.
124 W. Polk Street, Suite 101
Chicago, IL 60605-1770
USAOffice: 312.294.9900
Cell: 312.718.0078
Fax: 312.294.9911
Email: [email protected]
Website: www.proferoinc.com
Profero, Inc. 2009 128
Recommended Reading5 Pillars of the Visual
Workplace: The
Sourcebook for 5S
Implementation (For
Your Organization!)
by Hiroyuki Hirano,
Bruce Talbot
Work That Makes Sense
by Gwendolyn D. Galsworth
Visual Systems
by Gwendolyn D. Galsworth
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Gone too far?
Notes