Visual Thinking Seminar and Site Assessment
Sheffield, IA
April 7-8
Registration Closed
Visual Thinking Seminar and Site Assessment
Apple Valley, MN
April 12-13
Public Seminar
Visual Thinking Seminar and Site Assessment
Albuquerque, NM
April 26-27
Registration Closed
Lean Management Journal European Conference
Panel Participant & Keynote Speaker
London, UK
May 11-12
Visual Thinking Seminar and Site Assessment
Galway, Ireland
May 17-18
|
without waiting for corporate authorization.
|
On a macro-cultural level, visual order is capable of converting a traditional work culture to one that can promote and support enterprise excellence. it installs an infrastructure and puts an end to myths that say there is no time to improve.
On a micro-cultural level, visual order provides an opening for individual employees, starting on the operator/line level, to reconstruct, rehabilitate, and restore a brilliant sense of self and one's own personal power to do, change, and contribute.
from
Visual Workplace/Visual Thinkingl
by Dr. Gwendolyn Galsworth
|
|
 |
|
|
Visual Radio:
5S: What Lies Beneath? (ENCORE)
|
Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
This Week's Episode
5S: What Lies Beneath? (ENCORE)
What if your 5S was a creative process that engages, enlivens, educates, and elevates? What if your 5S could let the workplace speak? Let's face it: 5S has a problem, a BIG problem. And it lies at the very foundation of the 5S approach. But this problem cannot be addressed through an audit or any other piece of paper. It's a bigger problem than that. Join us this week as Gwendolyn Galsworth shares her take on why traditional 5S is such a struggle for far too many companies. Why they have to push their 5S agenda far too often and far too hard. The problem, as Galsworth explains, is what lies beneath the 5S logo. The problem is with 5S's internal mechanism--its central thesis or theme. Its compelling premise. What is that? What is 5S's beating heart? Does it even have one? If your answer is not substantive and meaningful, then 5S is merely an activity your boss requires you to undertake--an activity you have to push associates to apply.
|
Doorway 3: Visual Displays (The Supervisor's Need-To-Know)*
by Gwendolyn Galsworth, PhD
Supervisors, managers, and schedulers own Doorway Three. Open it and you discover visual displays. Visual displays are the higher form of visual standards--because they capture visual answers to the same range of operational questions as visual standards (where, what, when, who, how many, and how) but in a real-time, highly-interactive, centrally-located format.
Among their remarkable characteristics, visual displays are capable of holding vast amounts of inter-related information in real time, for all to see, enabling us to: a) understand the status of a given situation in a single glance, b) make sound decisions, and c) confidently take timely, appropriate, and aligned action-either as an individual or as a team.
Supervisors are supposed to know everything. And yet they cannot. They are defeated before they even begin. Likewise, managers are supposed to know everything-and when they don't, they turn to supervisors for answers.
|
|
| Deliveries Display. This display, located on the dock in a high-volume assembly plant, has pockets for the range of possible delivery orders from key vendors. The supervisor who created it wanted to: a) know the actual delivery schedule at a glance, and b) to remove orders around if the unexpected happen. No surprises! |
|
| And the Visual Fail Prize Goes To... |
Have you seen a Visual Fail that made you laugh? Send the image to
[email protected],
and we'll put it here and credit you with the funny find!
|
Great signs, clever visual devices, artistic or humorous graffiti. If you find one to share, send the image to
[email protected]
|
|
|
