Implementing visual management (VM) is a cornerstone of any lean transformation. And few companies know that better than Toyota. I was very fortunate to learn Toyota's approach to VM and see it applied and many times through my work as a Tier 1 supplier, and also within Toyota’s supplier organization BAMA. At Toyota's Georgetown plant in Kentucky, for example, everything you look at is monitored by VM. As an approach it is referred to as FMDS, or Floor Management Display Systems, and it has a strict framework to keep all visuals consistent.
Deploying FMDS requires six elements, all in a particular sequence:
- Visualization of the standards
- Systems/priorities
- Section-level management
- Group-level management
- Kaizen/A3
- Change point management
But why is this necessary, you may ask. That seems like a lot of steps. The answer is in my sketch (and the animation that accompanies it). Here I’ve outlined the fundamentals of how visual management is viewed, sequenced, and deployed by Toyota. In my next sketch I will dive deeper into each of the above elements, what they involve, and how you can learn from them to improve your visual management’s efficacy too. Stay tuned.
Drew Locher, Joe Murli & Mark Hamel
By Toshiko Narusawa and John Shook
By Drew Locher
I believe VM and the FMDS approach very much replicates and captures the intent of Mieruka...
It is informative, it is instructional, it helps drive identification of issues, problems and potential concerns and it drives the need for planning, a daily plan.
So yes I feel it translates well, but that just my opinion based on how I have used this in manufacturing.
Other folks may share a different perspective, so be your own judge and do what you feel is right, steal shamelessly these ideas, try it.
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Hello,
I also think Visual Management for MIERUKA (????) and FMDS for GENBA-KANRI(?????are a good translation.
These terms have complex meanings due to cultural context. The basis for these concepts are already presented in the japanese society, so with the right leadership is relative easier to implement and sustain.
What is important is how we define these concepts in our enviroment and context in order to acheive the desired targets.
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Yes that makes total sense. Too much crap in one area for anyone to understand
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Thanks Andrew.
I too am begining to use visualization in my training and one-on-one with my team.
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Excellent job and video. Congratulations. Would you allow me to present it to other people, refering your copyrights?
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Sure, this is about learning and sharing so please spread the message.
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Hey Andrew, very good post! i am working like a Toyota Supplier to improve our process and they talk so much about FMDS together with TPS, Toyota Way and Monozukuri. Thanks for your post!
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FMDS is much more than visual management, it is a whole system for Daily Management made of specific systems, processes and behaviours expected to be in place by all shopfloor levels, from Team leader to Production Managers. There is even a means to compare the FMDS level among Toyota Plants.
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can you share fmds at your area ,so that can have better understanding
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Drew Locher, Joe Murli & Mark Hamel
By Toshiko Narusawa and John Shook
By Drew Locher
Thank you Andrew.
Shall we keep translating MIERUKA (= vizualization) as Visual Management?
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