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Elements and Performance Criteria

1. Determine current visual management activities and information needs
   • Identify current visual management activities and provided information.
   • Establish extent of linkage of visual management activities and provided information to other competitive systems and practices strategies and techniques.
   • Identify problems and improvements which could be made.
   • Determine root cause of problems.
   • Determine visual management techniques and information needs for improvement to occur.
   • Determine benefit which would accrue from improvement and cost of providing the information.
2. Choose which things to display visually
   • List all valuable information identified.
   • Rank possible information based on benefit/cost or other agreed basis.
   • Agree on the critical information and possible information sources which should be included in the visual management system.
   • Negotiate the provision of this critical information to an adequate precision and in a timely manner.
3. Choose display method
   • Choose the most appropriate display method for each item of critical information.
   • Determine the most appropriate location for the visual display of each item of critical information.
   • Determine the appropriate source and approving authority for display information.
   • Review the chosen information, information source, display method and location to ensure the right display of the right information.
   • Validate data/information as required by methodology.
4. Review the results of visual management
   • Review actual benefit gained and the actual cost of providing the information.
   • Validate the appropriateness of the information provided for delivering the intended outcome.
   • Initiate appropriate improvements to the visual management system.
   • Follow through on improvement actions to ensure they are fully implemented.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.
Competitive systems and practices include one or more of:	lean operations agile operations preventative and predictive maintenance approaches statistical process control systems, including six sigma and three sigma Just in Time (JIT), kanban and other pull-related operations control systems supply, value, and demand chain monitoring and analysis 5S continuous improvement (kaizen) breakthrough improvement (kaizen blitz) cause/effect diagrams overall equipment effectiveness (OEE) takt time process mapping problem solving run charts standard procedures current reality tree.
Methods for displaying information include one or more of:	colour coding pictures/graphics kanban cards coloured lines signage labelling control boards area information boards gauges and dials checklists Gantt charts.
Where to display includes one or more of:	at the machine or cell/on the plant or equipment (e.g. performance feedback and process conditions) at a workstation (e.g. work instructions) on a control panel centrally (e.g. general plant or team information) visible to all (e.g. Andon lights and HSE alarms).

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Performance Evidence

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for one (1) or more production/support areas, to:

assess current visual management displays, strategies and effectiveness

determine visual management improvement strategy

undertake visual management improvement

implement (or initiate and follow through on the implementation of) the actions which flow from the visual management project

examine the outcomes and identify improvements.

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Knowledge Evidence

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to improve an organisation’s visual management, including knowledge of:

concept of value and value-add in terms of the customer

understanding of the organisation’s operations and processes subject to visual management

visual management techniques

visual management strategies to provide information to employees

the application of visual management as part of the overall competitive improvement approach of the organisation.

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