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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When you begin to implement visuality in your own work area, you must start by responding to your own need-to-know. Why? Because those are the questions that you know best! As you build a firm foundation of visual answers to this question, you get more and more control of your corner of the world. Then you turn to others and help them get the answers they need. You share the vital information they need through visual devices you create on their behalf--you share.
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Leaning Tower of Pisa in Philadelphia, PA
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Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
What does "respect for the individual" mean? How do we operationalize it? How do we translate respect into behavior? In this second week on the "Nine Tools That Build & Sustain," Gwendolyn Galsworth presents the Visual Workplace Checklist--a core tool that value-add associates use to maintain and then improve current levels of visuality in their areas. Grounded in the I-driven principle, this checklist is wholly owned by area associates because they: 1) choose checklist items/tasks; 2) administer the checklist themselves; 3) score each item/task based on the extent to which it is complete/incomplete. Plus, checklist items evolve over time. Unlike static audits, this is a dynamic process, made even more so by the rotation of the so-called Checklist Patrol. Tune in and learn how to re-vitalize your 5S by developing knowledge, high-level application, and self-leadership. Also learn ways to make visual workplace supplies a part of your sustainment framework.
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Empower the Value-Add Level Through Workplace Visuality (Part 2 of 4)
(Encore Series)
by Gwendolyn Galsworth, PhD
Some mistakes managers make at the start of a visual conversion are serious and hard to repair. For example, when managers decide to commandeer for themselves the task of implementing the visual where--or simply order it into existence. Either way, this is the damaging loss of an opportunity of inestimable value. Keep your eye on the ball, managers. Stay focused on the three outcomes I discuss in this series. We considered the first in the last issue: Crack the code on time so Improvement Time can draw breath in your company and grow. This week, we look at the importance of breaking the lock that command-and-control has on the work culture--and how to liberate the power in empowerment.
Outcome 2. Empower the Value-Add Level Through Workplace Visuality
Many of us think we know the meaning of empowerment--respect individuals, let operators own their work, promote creativity, seek inputs from the value-add level. We celebrate any company that implements these concepts. No doubt about it: Empowerment is an abiding principle of operational excellence.
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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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| 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!
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