Popularizing visual management among all employees is an important part of on-site management. The process of implementing visual management mainly consists of the following links: 1. When introducing visual management, enterprises that set work objectives must first make clear the management objectives, expected objectives and promotion methods, and form a document, which must be implemented throughout the company. Visual management and TnPM should be mutually embedded and promoted. Enterprises that introduced visual management in the past should take TnPM as new content. In the initial stage of TnPM development, visual management can be introduced at the same time to help promote TnPM with visual management and target management. 2. Establishing a promotion organization Enterprises can set up a visualization working group under the TnPM promotion committee, or set up an independent visualization promotion committee or leading group to lead the visualization implementation of the whole company. 3. Formulate policies and strategies. Some contents of visual management should emphasize the unity of the company, such as the size, color and position of the visual board, the color, width and significance of the lines marked quantitatively, the shape and color of various safety signs, the information display during equipment failure and maintenance, etc. And there must be a unified standard recognized by the whole company. This standard is as consistent or similar as possible with social standards. On the other hand, in order not to constrain the independent innovation spirit of each department, but also to show the characteristics of each department, it is necessary to leave free visual management space for each department. The visual management of the company should be centralized and unified, and the scattered differences should complement each other. 4. Make an activity plan. The company's visual leading group mainly makes a company-wide visual management promotion plan. This plan first includes personnel training and publicity, further determines the content of the company's unified requirements, determines the location, logo, content, form, capital budget, responsible department and work progress of the unified visual board, and establishes the evaluation and incentive methods of colleagues. 5. Although the management project TnPM mainly focuses on the on-site operation and maintenance of equipment, visual management covers the contents of TnPM, but it can also cover other contents besides TnPM. On the other hand, TnPM extends to other management fields. For enterprises, equipment, quality, delivery time, safety, environment, economy, on-site improvement and rationalization suggestions are all mutually reinforcing and indispensable, and should all be included in the scope of visual management. Everyone's project can be divided into: production process and delivery date, product quality, technological process, existing products (semi-finished products, work in process, reworked products, waste products and qualified products), equipment, tools and conditions, on-site improvement and rationalization, suggestions for employees' autonomous learning-OPL performance evaluation and encouragement, and research and determination of development methods. Visual management is based on 6s activities. Therefore, we must first develop 6s interaction. When sorting, rectifying, cleaning, cleaning and safety have certain norms and reached a certain level of literacy, the conditions for the development of visual management are basically mature, which can be said to be natural. Secondly, we should prepare the conditions for visual management, such as agreeing to the design and production of visual panels, determining the installation location, and designing and installing various information sources and signal sources. Let the executors of all departments and levels have ways to implement it. In addition, it is necessary to establish a promotion network. Visual management is also the activity of all employees, not arranged by a few people at the top of the company. All functional departments, departments, workshops and teams should participate and establish a top-down implementation network. Only in this way can we maintain the vitality of visual management, avoid making information sluggish and backward, and truly exert the power of independent management. Finally, the evaluation and incentive model of visual management should be established. No work will last long without evaluation and encouragement. Therefore, it is necessary to establish a company-wide visual management evaluation incentive model to make this work develop steadily. 7. Before the implementation of visual management, if some managers can be prevented from visiting and studying in visually managed enterprises, it will be enlightening and inspiring for the development of this problem. 8. Tracking the implementation effect The company's leaders in charge of visual management should regularly track the visual management effect to make this work orderly.