guys, welcome to improve phase and on boards. I'm Catherine MacGyver, and today you'll be able to understand the components of AnAnd on board and recognized the applications of and on boards in the workplace. This is the last of our visual management improved tools in your yellow belt. So
what makes an end on board different than, say, a data display like we learned about in our visual management model is an end. On board is a realtor time way of managing your production lines or your processes.
So what you're looking for from an and on board, is something that triggers an immediate action. If you think back to visual management where we wanted to cultivate behaviors
we displayed, we made things intuitive to understand where we were at. We display data such that the the organization and all of the operators are employees, knew how your department was performing and on is an immediate thing. So when you look at an and on board, you're going to want to see
green, yellow, red or red, yellow, green,
green is everything as good? We're exactly where we need to be. Yellow is attention needed, so we're not necessarily exactly where we need to be, so we need to have some intervention and red means that production has stopped or below the acceptable limits
for that process. So the example that I have now we see our targets. We see our actual when we see our efficiency.
I'm guessing that 80% is the threshold for the green status. So you've got your 80% your 50% in your 70% looking at where do we need to invest our resources?
So the history of the end onboard is this is actually a Toyota production system tool. And what was happening was that they were having cars go through the manufacturing line
with defects because none of the employees felt empowered enough to raise their hand and say there's a problem with the line. So what Taichi Ono did was he set up a system where there was ah button at each one of the stations. And
if one of the any of the operators of any of the steps in the station saw a problem with the process, they pushed the button, they stopped the production line and then they would convene. Um, what would now be called the Tiger Team or Rapid Improvement team,
but they would convene a group of people to do a root cause. Analysis. Riel time. What is causing these defects that we're seeing in the process?
So now you see the end on board in a couple of different areas. It's very it's very common to see and things like such as Healthcare environment. So your e r. How long have people been in the E. R. Since the last time they saw their nurse? Or how many beds air full those sorts of things?
I actually have a real life example that I took at a grocery store last weekend, so I was the creeper taking pictures of screens in the grocery store. But if you'll notice where we see right now, this does not have the yet red, yellow green.
But this does give a real time perspective of what's going on. So when I cashed out, there were six lanes open.
There were five that were actively working and based off of their forecasting. In 30 minutes, they need four lanes going so real time. How are we performing? If we look at this, we're actually over efficiency because we have six lanes open when we're only going to need for in the future. So we start seeing our leading measures. So remember,
we're wanting to pull information so that we can proactively plan
decrease some of the waste because my recommendation to them as a lean six Sigma person would be well in 30 minutes. Closed two lane. So you're not goingto have the the waste of waiting. Why these cashiers air waiting for somebody to come cash out and you're going to more efficiently utilize your resource is
so the reason why I wanted to pull and on boards out from visual management some of the other visual management tools because even though they share quite a few aspects with our data displays,
it is different because it's really time. So at any point in time, we should be able to walk through the grocery store, see how many lanes are open, how many are in use and how many are we going to need based off of volume within the store and make adjustments accordingly
from a culture of continuous improvement aspect. The end on board was revolutionary for employing or empowering employees to raise their hand and see defects. So rather than letting the cars go through the process and get caught by auditing,
Taichi Ono said, At any point in time, stop and we'll do an immediate root cause
so that we can fix the solution moving forward. So remember when we talk about Toyota and one of the major contributions from the Toyota family was the five wise Taichi Ono took that knowledge of how to do a very inexpensive, easy to do root cause analysis tool
and apply it really time on the production for
So this is going to wrap up our visual management tools for this course. Our next module is hypothesis testing, so I will see you guys there.