Integrating Visual Management (1 Day Class)
As a result of attending this workshop, you will be able to:
- Effectively design a visual management system for your organization that is comprehensive and has the proper level of detail to avoid "visual clutter"
- Implement the visual management tools effectively throughout the entire organization
- Develop the management model that supports lean concepts especially as it relates to developing your people's ability to eliminate waste on a continual basis
This workshop introduces the tools and practices of visual management as one of the components of the Lean Management System and shows how they need to be used to effectively support the daily routine of lean leaders.
In this course you will learn how to create a cohesive visual management system that provides a complete picture on where abnormalities exist in your value stream, and how, instead of implementing individual tools, a simplified visual environment is developed and used as part of the lean management system. In a traditional environment, at the end of each month or quarter there is a great deal of data gathering, analysis, synthesis, and deliberation over what just happened and what will be done during the coming period. This generally turns into a communication activity to share contingencies and corrective actions that may be required as more of the enterprise is engaged in course corrections. This has sometimes been characterized as steering a boat by looking at the wake.
In a lean organization, managing the business is critically focused on managing processes in real time at the place of work (gemba). The effect of this is that the end of the month is old news and essentially a non-event. To achieve this, important business process information must be recorded and displayed in simple visual terms throughout the company for all to see and react to as it happens. The areas of emphasis should have a direct connection with company strategy, and all visual management tools must be integrated into the repetitive aspects of management standard work. These same tools are used by the rest of the enterprise ensuring coordinated objectives and visibility. Thus the principle of conventional management–what gets measured gets managed–gets transformed in a lean environment into "what gets measured visually gets managed in real time".
This course deals with designing and executing an implementation plan to migrate your organization from one of gathering data, synthesizing, meeting, and reacting to one of seeing waste, managing exceptions, and improving processes. It will show you how to tie together the tools of visual management with other components of the Lean Management System - True North, the tools of Strategy Deployment, Operational Standardized Work, Leader Standard work, People Development systems and practices, and the process for Assuring Accountability
Who Should Attend:
- Business leaders
- Senior operations managers with cross functional responsibility
- Function Heads
- Process improvement support personnel
The Murli Group
Mark brings experience gained from a successful 19-year career in industry and almost a decade as a lean implementation coach. An award-winning author, he has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare and transportation. Mark has successfully coached lean leaders and associates at both the strategic and tactical level. He has facilitated many hundreds of kaizen events and conducted numerous training sessions and workshops.
Mark's pre-consulting career encompassed executive and senior positions within operations, strategic planning, business development and finance. His most recent industry roles included that of COO, VP of Operations and Director of Strategic Planning. Mark’s lean education and experience began in the early 1990’s when he conceptualized and helped launch what resulted in a Shingo Prize winning effort at the Ensign-Bickford Company.
Mark holds a BS in Mathematics from Trinity College in Hartford, CT, MS in Professional Accounting from the University of Hartford and a MA in Theology from Holy Apostles College and Seminary. Mark is a national Shingo Prize examiner. He helped develop exam questions for the AME/SME/Shingo/ASQ Lean Certification. Mark authored the Society of Manufacturing Engineers published book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events. The Fieldbook was a recipient of a 2010 Shingo Research and Professional Publication Award. Mark is also the founder of the lean blog, Gemba Tales and a regular columnist for Quality Digest.
The Murli Group
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