We humans love "playing" with visuality: puzzles, trompe l'oeil, optical illusions (we posted 3 fun ones for Halloween on Facebook), and here is a "visual poem":
If you have favorite optical illusions or visual poems, I'd love to have you send them to me at [email protected]. I'll try to share a few of them in future issues. Our brains are programmed to untangle visual puzzles. Look around you. Is your environment in need of untangling? What solution does your brain suggest?
Cindy Lyndin Editor-in-Chief
This Week's Thought
"There is nothing so useless as doing efficiently that which should not be done at all."
What's missing from the Toyota Temple and its many clones? Why aren't some stairs, four pillars, and a roof enough? This week, Gwendolyn Galsworth completes her treatment of her Operations System Improvement Template, constructing the bottom two levels during the show: Tactical Targets and the Methods/Tools that drive TIME out of the equation. Which improvement targets are mission-critical-and which are optional? Without a laser focus, a company may simply engage in improvement activity because...
BEFORE: A yellow intake valve, positioned on a blue platform for ease of assembly inside and outside.
Doorway 1: Operator-Led Visuality
by Gwendolyn Galsworth
The first Doorway into a Visual Workplace is visual order/visual inventiveness. This doorway is wholly-owned by value-add associates (aka, operators) and typically opened before any of the other ten doorways for three main reasons: the mission-critical need for visual where, empowerment on the value-add level, and a flood of high visual inventions. The Mission-Critical Need for Visual Where. The most visible outcome of Doorway 1 is the visual where.
AFTER: This operator's brilliant visual invention completely eliminated searching for the right parts or tools-due in great part to this big red apron with its velcro strips & interchangeable color-coded pockets.
This Month'sFeaturedProduct
On Sale through November 30th!
Dr. Gwendolyn Galsworth's Shingo Award winning book, Visual Workplace/ Visual Thinking is written for executives, managers, supervisors, team leaders, and coaches, providing a robust discussion of visual principles and practices, based on 30 years of field work by the author. The goal of the book is to establish visual thinking as a foremost methodology for continuous improvement, with information on how to attain this by creating a workforce of visual thinkers. Over 200 full-color images and examples are shared. Galsworth discusses the visual and lean paradigms and how to bring them into the alignment needed to achieve operational excellence and make it sustainable.
Regular Price: $55 USD On sale through November 30th: $40 USD
Remember the one simple reason why a visual workplace is required: People have too many questions. Some of these questions are asked but most of them are not--and when people don't ask the questions they need answers to, they make stuff up.
Everyone in the enterprise MUST make a contribution to visuality in the workplace. The war against information deficits is impossible to win without participation from all organizational levels.
Visual Thinking Inc. & The Visual Lean Institute | 503-233-1784
