Shingo Manufacturing Summit
Visual Thinking Briefing Knoxville, TN
September 20
Visual Thinking Seminar and Site Assessment
Querétaro, Mexico
October 19-20 & 25-26
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without waiting for corporate authorization.
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Poem engraved into the floor of the Dept. of Justice building in Washington DC:
Fate loves to invent patterns and designs.
Its difficulty lies in complexity.
But life itself is difficult because of its simplicity.
Kainier Maria Rilke
(Thanks to Thomas Martin, Rockwell Collins)
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| And the Visual Fail Prize Goes To... |
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Amazing what a difference two letters can make
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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!
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Visual Radio:
Sustain 1: Heart & Tools (Encore)
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Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
What is the true goal of sustaining improvement? The true--indeed, the only--goal is to strengthen the behaviors that lead to a continuous improvement work culture. Hard-won though they are, these behaviors can erode quickly if we do not take concrete steps to sustain them. In this week's show, Gwendolyn Galsworth begins to share nine powerful sustaining tools. First, we learn an exacting definition of discipline (one that may surprise you)--followed by the so-called Visual Workplace Code of Conduct. This code, which is practiced by value-add associates in the targeted areas, is designed to build the qualities of self-leadership into each person's day. From resisting the temptation to vote excellence into existence--to working for true consensus and modeling the behaviors in yourself that you wish to see in others. If sustainment does not help us grow into who we really are, we are stuck with a narrow definition of ourselves and so is our company.
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The Start of the Journey is the Destination (Part 1 of 4) (Encore Series)
by Gwendolyn Galsworth, PhD
More often than not, an effective implementation of operator-led visuality produces a 15%-30% increase in productivity on the cell or departmental level, beginning with the implementation of the visual where. (Or, as our trainers like to title it: 5S on Steroids). But that effectiveness and those impressive results require that management not take shortcuts.
One of the most fundamental errors managers make when "turning over" the visual reins to value-add associates is to commandeer for themselves the simple task of implementing the visual where (borders, addresses, ID labels). Such managers mean no harm; they reason that because the task is so simple and obvious, they can do it themselves, get it over with, and save operators for more interesting improvement tasks. The result? The first step of what should be a rich and productive journey and terrific bottom-line benefits quickly goes off the rails.
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When you crack the code on time, you liberate it for improvement
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Great signs, clever visual devices, artistic or humorous graffiti. If you find one to share, send the image to
[email protected]
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