Everyone is familiar with visual management. A concept lean utilizes to quickly show if the condition is normal or abnormal. Recently, I had a situation where visual management wouldn’t work and I had to use tactile management. I used the feel of something to no if that was the correct object or not.
I go through spells where I get horrible headaches in the middle of the night. When I get them, it happens for several nights in a condensed time and then won’t happen for months. I have to sit up and close my eyes without my head leaning against anything because it would cause it to hurt so badly.
I hate turning on the lights in the middle of the night. I don’t want to wake others. Plus, it makes my headache worse when I flip on the lights and my eyes have to adjust rapidly to the flood of light.
I would search the medicine drawer in the dark looking for the right headache medicine. It would take forever and most of the time I would end up turning on the lights.
Finally, a solution for searching for the medicine came to me. I taped a cotton paid to the outside of the bottle so I can quickly find the medicine without turning on the lights. Sometimes the simplest things can have the biggest impact.
Visual management wouldn’t work in the dark, but tactile management would. It is something the blind deal with everyday. They use feel to read braille.
Are there ways you could use tactile management?
I have been working with one group on how to make there work more visual. Show production goals versus actual production. Make safety standards clear. Highlight any problems to help them improve.
The supervisor of the area was on person leave when I was helping the area. Upon her return, she liked what we had done. In fact, she liked the idea so much that she made a visual board for another area where she is the supervisor.
What was the problem she was trying to solve? Employees were always asking what their goal for the day was. Employees would leave their work station and abandon their work to find the supervisor just to ask what the goal was. The supervisor posted this board in the work area.
This reminds of Gwendolyn Galsworth’s book Visual Workplace Visual Thinking. One of the questions of the visual workplace is “What do I need to share?”. Goals and standards were something this supervisor needed to share with her team.
The board is simple and effective.
What have you made visual? What do you need to share?
I have talked in the past about the importance of direct observation. The power in seeing the waste for yourself. It really shines a light on what is really happening and it also is the best way for a person to continue to learn.
The question is, “What do you do with those observations?”
Most often, I see people run out and try to eliminate or reduce the waste or even assign it to someone else to do. While not entirely a bad thing, if you are trying to instill a lean culture don’t just jump to trying to improve.
Stop and reflect about what you are trying to do as an organization and use the waste you saw as a way to further the lean culture.
Most organizations I have seen do not have a systematic way to eliminate waste. Usually, this is because waste is one of the first things people learn about lean. What happens is people just go out and attack waste (again not a bad thing) without any direction.
If your organization is early on in trying to implement a lean culture, think about how you can make the waste elimination systematic.
Is this a good way to engage employees in a kaizen event to start to build trust? Could be an easy win for everyone.
Should an improvement board to post the waste seen and how it is detracting a better option? Use the waste you saw as an example of how to use the board and go and eliminate it yourself or with the help of others, but be involved.
If you observed multiple areas, do you want to concentrate in one department? Make it a model for others in the organization.
Think about how you can make the waste elimination sustainable and systematic. This will benefit you and the organization in the long run.
New followers of the blog can use this as an opportunity to read posts they might have not seen in the past. While, long time followers can use this as an opportunity to re-read some of the top viewed posts.
This post will count down the 10th thru 6th most viewed posts of 2013. Enjoy!
10. Comparing Lean Principles to the 14 Toyota Principles (July 2010) – Previous Year Ranked #6 – The first part of a three part series where I compared the lean principles I learned from the Lean Learning Center to the Toyota Principles. This post covers the first five Toyota Principles.
9. True Mentoring (May 2012) – Previous Year Ranked #7 – This is my take on true mentoring versus fake mentoring that goes on in business today.
8. Strategy A3 Downloadable Template (April 2012) – A quick description of a strategy A3 with a link to a template that can be downloaded.
7. Guest Post: Selling Lean to People That Don’t Want It (July 2011) – Previous Year Ranked #10 – This is a post from Joe Wilson before he became a full-time author at Beyond Lean. Joe talks about ways to sell lean to people who are not bought into the benefits of lean.
6. Why Are Lean People Seen As Lean People? (February 2011) – Previous Year Ranked #1 – Exploring the question as to why lean people are not seen as more than just lean experts. Looking at a process from end-to-end seems like a good business practice no matter what the role.
My next post will count down the Top 5 viewed posts of 2013.
Today I am highlighting the five most popular posts written in 2013. Then in January I will post the Top 10 posts for the year.
Enjoy and have a Happy New Year!!!!
5. Visual Management at Home (February 2013) – A great example of a visual board used at home of a friend of mine.
4. Hoshin Planning – Catch Ball (April 2013) – A great video explaining the process of catch ball during the strategy development process.
3. My Continuous Improvemnt: Personal Kanban 3rd Revision (January 2013) – The latest update to my evolving personal kanban for work.
2. Guest Post: Moneyball – Hoshin Kanri (March 2013) – Chad Walters does a great job explaining strategy deployment using the movie Moneyball
1. When Standards are in Place, Everything is an Experiment (May 2013) – Talks about the importance of setting standards and using them to understand your processes.
Have a Happy New Year!!!!
I want to thank Ann Mazzoli for sending a couple examples of visual management that was used out in the retail environment.
The examples are from a dressing room.
This first example is very clear and can be understood as to how it could help the shopping experience. When trying on clothes, I always separate them into two piles after I have tried it on. No/Maybe and Yes. This shows clearly a place to hang the clothes to make it easier.
The second example…not so clear
I have no idea what “Tomorrow” would mean for a dressing room experience. Do you know what it could mean?
Visual management and labeling is great, but it has to be clear and understandable by the people that will use it.
Ann, thanks for sharing.
If anyone else has any examples please feel free to share them.
There is a new Walmart being built near my house. It is just a couple of weeks away from opening. As I drove past, I noticed the lines for the parking spots were two different colors. The lines for the spaces that are near the building are painted white. The lines for the spaces away from the building are painted yellow.
I had my suspicions as to why and they have been confirmed.
The spaces painted that are away from the building are there to indicate where employees can park. The white spaces are to be reserved for customers.
Auditing will only be effective if Walmart employees have some kind of sticker or indicator on their car. Or do they trust their employees will do the right thing?
Either way, the visual communicates to the employee a message in a simple manner, “You are parked too close or you are not.”
Note: I tried to take a picture but couldn’t get at a good distance and elevation to show the parking lot effectively.
Here is another example of quick easy visual management.
This is a soap mold from my wife’s business. A couple of the spots in the mold have cracked and now they are not usable. She put a quick ‘X’ on the bottom of the mold so when she is pouring she knows she can’t use that cavity.
Visual management doesn’t have to be high tech or fancy. It just has to convey the message quickly and at a glance. In this case, the cavity is usable or it is not.
Share examples of how you have used visual management at work or at home.
Today’s post is from Tony Ferraro, on behalf of Creative Safety Supply based in Portland, OR (www.creativesafetysupply.com). Tony strives to provide helpful information to create safer and more efficient industrial work environments. His knowledge base focuses primarily on practices such as 5S, Six Sigma, Kaizen, and the Lean mindset. Tony believes in being proactive and that for positive change to happen, we must be willing to be transparent and actively seek out areas in need of improvement. An organized, safe, and well-planned work space leads to increased productivity, quality products and happier employees.
When we think of lean, most people’s minds go straight to the business sector of manufacturing. While lean has been incorporated particularly well in industrial settings, lean has also experienced quite a bit of success in regular, everyday endeavors, not to mention in travel as well. The concept of lean was alive and well during a recent vacation I took. My last vacation went especially smooth due to a few lean practices that have been put into place to save time, money, and people’s sanity while visiting unfamiliar places.
Lean Airport (MSP – Minneapolis, MN) – The first inklings of lean processes were evident right at the airport before I even embarked on the actual vacation. After I made my way through ticketing and security, I set out to find my gate. Once I located my gate, it only took a second or two to notice the abundance of technology just radiating around me. There I stood in a sea of mini iPad stations just ripe for the picking. To put this into perspective, there was basically a built-in iPad station for every seat in the gate area. Not only were these iPads free to use but their use was actually encouraged. Sitting down at a station, I soon realized that these iPads were equipped with a multitude of different functions from checking flight statuses all the way to ordering and paying for various food items or supplies. As I was navigating through the iPad, I noticed that a person next to me was being served a drink right at his seat that he had ordered via the iPad. This is truly an excellent example of how an airport has utilized technology to make traveling easier and more pleasant for the customer.
Lean Rental Car Experience – My next encounter with lean happened shortly after I arrived at my destination. I’ve always considered obtaining a rental car to be one of the most tedious and dreaded parts of many of my previous vacations, however this time it wasn’t. A couple of weeks before I was set to leave for vacation, I called the car rental company Hertz and became a “gold” member which was quick and easy, and not to mention free. Being a gold member opened a whole new door of perks. I didn’t have to wait in any lines or deal with any sort of messy paperwork. Instead, I simply stepped off the shuttle at the rental car location, looked up at an electronic board to identify my name and stall number and simply walked to that parking stall. Once I arrived at my car, the trunk was open and the keys were in the ignition. Needless to say, I was thrilled with this efficient service and it took less than 10 minutes from start to finish and I was out on the highway enjoying the beginnings of my vacation. By signing up for the “gold” membership not only did I have an easier and faster experience, but I did not require any further help from Hertz employees which in turn helped to streamline the experience for them as well.
Lean Parking Ramp – I bet you think I’m going to say the parking ramp was lean because the entrance and exits were completely electronic and required no parking assistant and while this is true, it goes quite a bit deeper. The parking ramp I utilized was equipped with a fairly new technology known as “Park Assist.” Ok, I’m just going to say it, I love park assist. Any large and busy parking ramp could make their customers much happier with the help of parking technology. Park Assist features little green or red lights which are illuminated on the ceiling directly above the path where cars drive. If a parking spot is open the light will illuminate green, but if the spot is taken it will illuminate red. This type of technology increases more effective parking but also enhances safety. Instead of drivers constantly trying to look side to side while driving looking for the next open spot, all the driver needs to do is look for an illuminated green light and pull into the corresponding parking spot. Wow, this was impressive. Parking ramps can be pretty dangerous as there always seems to be people bobbing in and out between parked cars. This technology allows drivers to keep a greater focus on driving safely, but also helps them to find parking spots quicker.
The implementation of lean into daily life and travel has led to some monumental improvements which have helped to make once dreaded tasks much more palatable, and maybe even actually enjoyable.
When working with an area, department or organization to implement lean people like to focus on implementing a specific tool or concept, but it’s not that easy. The concepts and tools are so intertwined that focusing on one is really difficult to do.
An example would be implementing SMED (or quick changeover) across a facility. A vast majority of the time a large opportunity for improvement is through organization, having the tools you need where you need them and knowing when and where to be for the changeover. Immediately, other concepts that come to mind are visual management to understand when and where to be without having to ask. Also, 5S which can help with organization and having the right tools at the right spot. 5S is also a component of visual management.
A second example is implementing strategy deployment. There is standard work to how to cascade catchball down through the organization and it should be documented to be repeatable. Then the strategy is usually documented on an A3 to help communicate the message and most companies use visual management to show progress to the entire organization as time progresses.
As a person working to help others implement lean, it is OK to let them believe they are only focusing on one concept to start. Sometimes thinking about the intertwined concepts can become overwhelming. Let the customer focus on the one concept and introduce the other concepts through the backdoor. There is no need to call out the lean concept. Just discuss what a way to help them solve their problem in further implementing the concept the are focusing on.
At a later date, you can show them how they have actually implemented other lean concepts successfully. This helps build their confidence, shows further progress then what they believed and builds momentum to continue moving forward and taking more on.
Don’t get hung up on explaining all the intertwined concepts. Delivery on the needs of the customer and it will all work out.