Shingo Manufacturing Summit
Visual Thinking Briefing
Knoxville, TN
September 20
Register
Visual Displays
Glenwood, MN
Oct 3-5
Registration Closed
Keynote & Briefing
New Brunswick, Canada
Oct 7
Registration Closed
Visual Thinking Seminars and Site Assessments
Querétaro, Mexico
October 17-22
Visual Thinking Seminars, Visual Leadership Seminars and Visual Site Assessments
Australia & New Zealand
March & April, 2017
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Your member account is about to get very interesting!
Starting in October, on the first day of each of the next several months, your account will include a button leading to a very
short term, truly extraordinary discount on a
Visual Thinking product. These won't be your everyday, newspaper-ad-type deals. We promise to make them jaw-dropping!
Each month, a few lucky fast-responders will have access to unprecedented discounts on tools to help create and improve your Visual Workplace.
Not a member yet?
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Visual Standards--indicators all--hold vital safety and quality answers, but, because they are merely indicators, they have no power to make us adhere, follow, obey or comply. They depend entirely on our willingness to use them. If we accept that we need to know such detail and that the information is truthful and complete, we probably will decide to read and follow it. In some organizations, that is a pretty big "if".
- Dr. Gwendolyn Galsworth,
from Work That Makes Sense
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Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
Strange how most of us believe change happens. Strange how we believe companies learn and improve. Stranger yet is how we seek to validate the progress we think we're making by attending to exact technical causes and the concrete logic of the physical. But what if an entirely different set of causes pertain and an all-but-undetectable logic produces these tangible, knowable outcomes? Suddenly reality ain't what it used to be--or is supposed to be. This week on The Visual Workplace, Gwendolyn Galsworth takes you into the world of chaos theory, fractals, and morphogenic fields, sharing research on how companies evolve and learning happens, based on the largest gap in understanding that exists: "what we don't know we don't know." Tune in and you may be surprised to learn that even monkeys can point the way to what's really going on when we learn, implement, and improve.
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Speed Isn't Everything: Visual and Lean Defined (Part 1)
by Gwendolyn Galsworth, PhD
Summer with its balmy evenings and long talks with good friends, lemonades in hand, is drawing to an end. And I return to my day job: weekly articles in The Visual Thinker. Let's set the groundwork for our new season and get our definitions in place, once again--the difference between visual and lean.
Technically speaking, lean is a pre-determined set of improvement tools that squeeze time and space out of the route that work (the product) follows as it moves through a company's operational landscape and gains value.
Whether you call this route the critical path or the value stream, lean's purpose is to identify and then eliminate barriers and constraints in that route.
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The Seven Deadly Wastes + 1
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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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