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visual management on the Lean Post
Avoiding Dashboard Wallpaper
Build a system of dashboards up and down the organization, says Leslie Barker. Connect them so ideas flow upward and support flows to the idea. It’s a bit tricky setting up dashboards that summarize the performance and capture the critical ideas of many departments below, but it can be done through trial and error.… More »
Seeing the Work of a Daily Management System
Daily management systems tap visual elements that expose problems, and also use obeyas as thinking spaces for reflecting on broader challenges, says Michael Balle.… More »
Andon Cues Service Center to Respond to Customer Queue
An Ohio Mutual service center has no andon cord to stop a production line but the principal is the same as in a factory -- an abnormality has occurred, take corrective action.… More »
Why Bother Making It Visual?
What to do when you need to make the work visible, but your people aren't behind it? Leslie Barker has some suggestions based on this story of overcoming resistance to visual management.… More »
How Obeya Improved Our Product Development Efforts
As a followup to John Drogosz's piece on the stages of obeya from last week, Andy Houk, a client of John's at TechnipFMC, discusses how an obeya room that John helped them set up affects their work today.… More »
Developing Your Obeya, Stage-by-Stage
In his years as a LPPD coach, John Drogosz has seen that "most teams do go through several stages of evolution before obeya becomes an embedded ritual." Find out what they are.… More »
Advice from the Gemba: Personal Kanbans for Lean Beginners
Kanban boards. For many of us, they were the first visual management tools we used that taught us the benefits of lean. They're simple, effective and easily customizable to suit your own unique work and challenges. Today, three of LEI's relative newcomers to lean share their own personal kanban boards and the impact they've had on their work.… More »
Looking for split seconds, it can mean a NASCAR race WIN!
Tracey and Ernie Richardson explore how NASCAR pit crews use visuals for safety and speed.… More »
What's a good "small step" to start off my LPPD transformation? A Q&A with Katrina Appell
A lean product and process development transformation may seem daunting, but all you really need to get started is a series of simple yet effective "small steps." Here's Katrina Appell on her favorite.… More »
A Sweeter Type of Lean
In one memorable lean project, Carlos Moretti found himself assisting a Brazilian sugar-cane supplier for the ethanol industry with a number of efficiency and quality problems. This is his story.… More »
A Deeper Dive into Visual Management at Toyota
"In a previous sketch I introduced Toyota’s approach to visual management, or Floor Management Display Systems (FMDS), including the six elements of creating FMDS," writes Andrew Quibell. "Now it’s time for a deeper dive into those six elements and explore how their approach guarantees an effective floor display will present compelling messages."… More »
An Overview of Visual Management at Toyota
"Implementing visual management (VM) is a cornerstone of any lean transformation," writes Andrew Quibell. "And few companies know that better than Toyota." In this first of two sketches on visual management at Toyota, Andrew illustrates the fundamentals of the process as Toyota practices itself and teaches its suppliers.… More »
Muda Corporation: Improving Your Suggestions System
Anyone who's had to implement a suggestions system in their organization knows it's not an easy task, especially from a cultural aspect. Marius Gil may have just the tool to help - a fun illustration featuring eight common, suggestion-suppressing behaviors to watch out for.… More »
"What Do I Need to Know?"
"What do I need to know?" A simple, but powerful, question to ask at the gemba and beyond. Kelly Moore muses on how this question has helped her do her job better, and also shares a fun story of how she was recently reminded of the power of this question at - of all places - a bowling alley.… More »
How do I keep visual management from becoming “wallpaper?" A Q&A with John Drogosz
"Many managers try to convince everyone (including themselves) that they are visually managing their projects or departments," writes John Drogosz, "but during the gemba walk we see static, outdated displays. Are we just communicating information or really working with what is in front of us?" Read more.… More »
Seeing and Understanding the Work in Product and Process Development
"The role of most lean tools is to enable problems to be identified or to enable problems to be solved," writes Katrina Appell. "An important part of being able to identify problems is being able to see them. But what do you do when the work being done is typically only visible on a computer?" Read more to find out the answer,… More »
Even Visual Management Starts from Need
Have you ever implement a visual management tool at your gemba after seeing it used successfully somewhere else? If so, according to Mark Hamel, you "probably violated a major tenet of lean. [You] did not start from need. [You] started by copying someone else’s stuff." Every visual management tool needs to be situational to address your specific needs. Read more.… More »
What Too Many Value Stream Maps Completely Miss
Believe it or not, up to half of all the value-stream maps that cross Drew Locher's desk are missing something extremely important. In his first piece for The Lean Post, Drew reflects on what that "missing link" is and a technique to help you include it on your next VSM.… More »
Visualize the Invisible: Connect Improvement Work to Real Business Needs
Reflecting on one of her most powerful learning experiences, Lesa Nichols writes, "It struck me that I hadn’t coached my team explicitly on how to visualize our work. Why was that, anyway? I realized that making a good visual story of improvement work is not something most people want to do or know how to do."… More »
Getting a Jump on Unplanned Changes
Andrew Quibbell, veteran of the auto industry, uses graphic recording to share lean concepts. Here's a visual of how Quibbell teaches change point management on the shop floor.… More »
Inside the Lean Transformation Summit Obeya
Josh Rapoza, Customer Strategy Officer at LEI, breaks down the 2015 Lean Transformation Summit process and shares his story of building the Summit obeya room.… More »
Board Responsibilities and the Lean Management System
"A board needs to go far beyond checking performance measurements and actually hold senior leaders accountable for management systems and behaviors," writes Steve Leuschel. "As there are so many cascading actions in a lean management system, [boards cannot] check the status of each and every action line by line... This is why a one page report can help."… More »
Say Goodbye to the Report Out
"If we want to improve coaching, let’s build the requirement for it into the daily management process," writes Dave LaHote. "Change the process from reporting upward to asking downward."… More »
Reinforcing Lean Behavior Through Visual Management
"Without having a visual management perspective in place, it’s difficult for people to know what good is, what the standard is, and whether it is being maintained," says Mark Hamel. "People need to be able to tell if they have a problem. Visual controls are part of that."… More »
The Difference a Visual Cue Makes
At work and off the clock, visual cues and andons keep us safe and aware of what's going on at all times. How do you use visual cues to alert yourself and others to problems and/or improve your work?… More »
Reading the Signs
How often does your organization settle for an inferior process design or process fix, bandaged together with labels and signs? Lean coach Eric Ethington tells us why this is pretty much always a bad idea.… More »
Building Problem Solving Muscle at University of Michigan Health System
"We are beginning to realize the wisdom of Henry Ford’s adage: 'There are no big problems, there are just a lot of little problems,...'"… More »
visual management on Lean.org
Fisher Offers Nation’s First Master’s Degree in Lean Management
The Max M. Fisher College of Business at The Ohio State University announced that it has developed the Master of Business Operational Excellence degree, the first master's degree in lean management in… More »
Role of Management in a Lean Manufacturing Environment
Gary Convis, president, Toyota Motor Manufacturing Kentucky, explains that the critical role of management in a lean company is to motivate and engage large numbers of people to work together toward a… More »
Thinking Lean at Thedacare: Strategy Deployment (DVD)
This DVD illustrates ThedaCare’s strategy deployment method: how the true north metrics were developed and translated to different departments, and how leaders at all levels of the organization use … More »
Womack on Lean Management (DVD)
In this two-hour seminar recorded live, lean management thought leader James Womack explains how to manage and lead in a lean management system, the successor to obsolete “modern management” methods.… More »
5S - Visual Workplace
5S methodology helps organizations achieve more consistent operational results through maintaining an orderly workplace. This workshop will introduce you to the 5S methodology and help you learn basic… More »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance (Online Webcast)
This workshop will help leaders understand how three lean concepts – standard work, flow and visual management - can be applied to the gemba of an individual knowledge worker to make communication mor… More »
Managing to Learn: Using the A3 management process
Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the A3 management process found at the heart of lean management and leadership. Constructed as a dialogue between a mana… More »
The Work of Management
Lancaster tells an inspiring and practical business story in his new book, The Work of Management (2017, Lean Enterprise Institute). It’s a close-up, candid look at Lancaster’s personal transformation… More »
Visualize the Invisible: Connect Improvement Work to Real Business Needs
Reflecting on one of her most powerful learning experiences, Lesa Nichols writes, "It struck me that I hadn’t coached my team explicitly on how to visualize our work. Why was that, anyway? I realized that making a good visual story of improvement work is not something most people want to do or know how to do."… More »
Getting a Jump on Unplanned Changes
Andrew Quibbell, veteran of the auto industry, uses graphic recording to share lean concepts. Here's a visual of how Quibbell teaches change point management on the shop floor.… More »
Inside the Lean Transformation Summit Obeya
Josh Rapoza, Customer Strategy Officer at LEI, breaks down the 2015 Lean Transformation Summit process and shares his story of building the Summit obeya room.… More »
Board Responsibilities and the Lean Management System
"A board needs to go far beyond checking performance measurements and actually hold senior leaders accountable for management systems and behaviors," writes Steve Leuschel. "As there are so many cascading actions in a lean management system, [boards cannot] check the status of each and every action line by line... This is why a one page report can help."… More »
Say Goodbye to the Report Out
"If we want to improve coaching, let’s build the requirement for it into the daily management process," writes Dave LaHote. "Change the process from reporting upward to asking downward."… More »
Reinforcing Lean Behavior Through Visual Management
"Without having a visual management perspective in place, it’s difficult for people to know what good is, what the standard is, and whether it is being maintained," says Mark Hamel. "People need to be able to tell if they have a problem. Visual controls are part of that."… More »
The Difference a Visual Cue Makes
At work and off the clock, visual cues and andons keep us safe and aware of what's going on at all times. How do you use visual cues to alert yourself and others to problems and/or improve your work?… More »
Reading the Signs
How often does your organization settle for an inferior process design or process fix, bandaged together with labels and signs? Lean coach Eric Ethington tells us why this is pretty much always a bad idea.… More »
Building Problem Solving Muscle at University of Michigan Health System
"We are beginning to realize the wisdom of Henry Ford’s adage: 'There are no big problems, there are just a lot of little problems,...'"… More »
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