A weekly newsletter about letting the workplace speak
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Visual Workplace/Visual Thinking Seminar
Tobyhanna Army Depot
Tobyhanna, PA
Tuesday, June 2
SOLD OUT
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Friday, June 12
12:00 - 1:30pm Pacific
Visual Leadership:
Principles/Tools
with Dr. Gwendolyn Galsworth
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Visual Workplace Assessment
Alcon
Irvine, California
June 12-13
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Visual Workplace Presentation
Beijing, China
June 30-July 8
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Visual Workplace Trainings
Ilfov, Romania
October 2015
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W
ork that Makes Sense
Suite
1: Basics
Three dynamic learning modules from our
WTMS eLearning Training and Implementation System
Learn how to get started with Visuality in
YOUR WORKPLACE:
Module 1:
Basics of Visuality
Module 2:
Visual Building Blocks
Module 3:
Implementation Tool Box
Modules priced separately are $500 each.
Through May 31, you can buy Suite 1
(regular price $1400)
for only $1,100 USD
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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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Visual Radio:
Secrets of Visual Conversion Success
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Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
This Week's Episode
Secrets of Visual Conversion Success
(ENCORE)
Far too many companies make the mistake of training and implementing the visual workplace the same way they train and implement lean. In fact, the success of a visual workplace depends on a launch protocol that is very different from the one that works for lean. This week, Gwendolyn Galsworth shares the training and implementation secrets she has discovered in over thirty years of hands-on visual workplace conversions. Her learning curve was like that of most: some important failures and a ton of impressive successes. Learn why teaching people about visuality through simulations is not often a good choice. Discover the real purpose of the first visual conversion cycle in a company. Hear how Galsworth defines improvement--two pushback buddies: resistance and inertia. And why she says that success in addressing them usually begins with ignoring them. Tune in and hear lessons learned and make them part of your approach. Join us for this ENCORE show.
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The Six Core Questions:
Your Window on Struggle
by Gwendolyn Galsworth
The Six Core Questions you see below are a window to help us understand why we struggle at work: The answers to them are missing! The remedy is to first notice that-to notice the motion caused by those deficits. Then remove the motion by implementing visual answers. Imbed the answers into the living landscape of work. Here are examples that show you what I mean when I say: Make each core question visual.
1. The Visual Where.
The Visual Where begins on the floor level-with borders and addresses for everything that cast a shadow. Then we move to work surfaces, shelves, racks, and inside cabinets and do the
same.
2. The Visual What.
What exactly are we supposed to be making next? What are the specs? The values? The dimensions? The quantities. Do we know precisely? Or do we have to guess and take the chance of producing something wrong? Let's put a visual device in place...
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Our Visual Thinking Contest-Final Week
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Help us create visual solutions that will make the below sign effective:
Since our readers are all visual thinkers, we've asked you to send us your best visual ideas for compelling the desired behaviors.
The VTI team will choose the winner(s) on May 15 and winning devices will be listed in the May 20 newsletter. Dr. Galsworth may also share your solutions on her live radio show!
The PRIZE
The creators of the best visual solutions will receive the Podcast bundle, 5S on Steroids, which includes 2 podcasts about The Four Power Levels (a $25 value). Create a solution for just one of the sentences or all six.
by
noon on Friday, May 15.
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All visual displays begin with the need-to-know of individuals looking for an easier way to get and give accurate, timely, and complete answers to recurrent questions. Do not expect to succeed with your first draft. Begin with sticky notes. Test it. Improve it. Then cycle through again. Rolls-Royce in Germany requires six upgrades before they consider a display in reasonable working order.
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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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From the Editor: Building Loyalty
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A month ago, I learned about a company that operates with an extraordinary and admirable business model, and I felt compelled by their ideals to give them my business. The problem was that I already had a provider for those services, and I had a  personal relationship with the rep from my current company. What to do?? Well, my loyalty was to the person with whom I had the relationship, so I sat on the fence rather than explore the new possibility. Yesterday, I got an email from my current company. A new rep was taking over my account. With the loss of the personal relationship, my loyalty became moveable. Imagine my amazement when I contacted the new company via their website and received a call from...the very person for whom I'd stayed with the other company! He had left that company and was now in a different city and state and working with the company where I wanted to send my business. I had everything in one place--the company I wanted to do business with, and the person in the business who had taken the time to build a relationship with me. A miraculous string of random events had brought me to the perfect resolution . The key element of my story is that relationships create loyalty.
- My loyalty kept me with a company even when I had reason to leave.
- When the relationship went away, I no longer felt loyalty to that company.
- My loyalty to a personal relationship immediately cemented my commitment to the new company, even before I had any other information.
You fill up at the same gas station every time because the attendant knows you. You love your local coffee shop, even though the coffee costs a little more there, because you can banter with the same barista every morning.
 Everyone wants to know they are more than a number, more than a cog in the wheel. Taking the time to get to know your operators and your customers keeps those people coming back to your workplace and your product day after day. Investing time in people always pays the company in big dividends. Look around. Can you strengthen a relationship before you leave work today?
Cindy Lyndin
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