The use of visualization in management allows. Lean manufacturing tools and their essence. The role of visualization in lean manufacturing
Why use Visual Management?
Visual management is used to convey important information. It just so happens that you and I perceive visual images best, which is why management is visual, and not auditory, tactile or olfactory.
All road signs and traffic light signals, colorful photographs of smoker’s lungs on cigarette packs, which replaced the long-worn “Ministry of Health warns...” and even icons on toilet doors send a direct signal to your brain. The exact opposite of how information flows when listening to a lecture or reading a manual. In addition, remember about the “do not climb, it will kill” signs on the floor and walls and the evacuation plan. These are all examples of visual management.
However, we should not forget about the pitfalls of visual warnings and messages, when faced with which a person may incorrectly interpret their content. I'm willing to bet that this happens when visual management is "used" inappropriately. For example, to do it beautifully or, let’s be honest, to introduce another lean manufacturing principle.
In this post, you will learn about the 5 most common visual management mistakes.
Visualization is invisible
A visual signal works well, but only under one condition: it must be noticeable. You cannot hear a visual signal, feel its roughness, taste it, etc. You need to see to receive a signal. Very small or faded visualization, text, warning in small font, etc. occurs so often that it unconditionally occupies the first position in the hit parade of visual management mistakes. I advise you to include sets of visual signals in this category:
55 signal signs, even if they are all large and bright, do not reach your brain. And no matter how much scientists admire the capabilities of the human body, one should accept the fact that the width of the “eye-brain” channel has its limitations.
Visualization not available
Somewhat less common than the previous point is a beautiful and noticeable visualization, which is shoved into a corner, under the ceiling, or, best of all, hidden from the user altogether. If you've ever seen a double-sided bulletin board carefully placed, hung, or leaned against a wall, this is visual management mistake #2.
Visualization is unclear
- What does this mean? - asks the worker.
- “It means that you should not place the part with the sharp edge down,” the foreman answers and adds: “Now will you know?”
- Certainly! Everything is clearly shown here.
Common situation? Have you ever found yourself in one of these?
Of course, for spies and lovers of all things secret, secret signs and incomprehensible symbols are of interest. Visual management requires clear and unambiguously interpreted symbols. Although, our next point is about interpretation...
Visualization can be interpreted in two ways
By creating, or more correctly, allowing a visualization that can be interpreted in two ways or contradicts itself, you leave the user alone with his decision. The imagination immediately gains freedom, and the sphere of authority automatically increases.
This item was included in our hit parade of visual management mistakes for the reason that it has 3 harmful effects at once:
- does not convey the necessary information in any way;
- questions the implementation of correct instructions;
- consumes free of charge the resources that were thrown into its creation.
The visualization is absurd or contains clearly false data
Such visualization causes a smile and, of course, is not taken seriously. Often such warnings are ignored or forgotten immediately after they disappear from view. But the worst thing is that such signals discredit the entire visual management system. You are simply teaching your employees not to respond to visual messages.
All illustrations for this article were selected on the site epicfail.com - a storehouse of errors not only visual and not only management.
Using visual management allows you to achieve two main goals:
1. Make problems visible, constantly control the situation in the workplace Gemba.
2. Make improvement objectives clear (set a visual target). At the same time, both current results and goals are always visible at the same time.
Visual control can be carried out in three main ways: using key indicators(indicators), using photographs and using markings.
Key indicators
Key indicators (or indicators) are a graph or table depicting the specified and actual value of the indicator (daily output, number of errors, etc.). They are posted on information boards located at each site.
At the beginning of the work shift, everyone gathers for 5 minutes, during which the manager draws the employees’ attention to the results achieved yesterday (indicator values) for each employee, and the reasons for the success of the employees who showed best values, as well as the reasons for the failures of those whose results were lower than expected, recommendations are given on using the experience of the best and following standards. At the end of the shift, 5-10 minutes are allocated for cleaning his workplace, during which the manager records the results achieved today on the information board.
Photos
It is much easier to take a photograph of a workplace, shelving, etc. than to write a neat description in text form (“a picture is worth a thousand words”). For example, if the layout of folders in an office closet is standardized (and there is a photograph), then the absence of a folder will immediately become noticeable. The presence of a strip on each folder allows you to place them in the desired order.
Marking
The markings show how material flows should move, where equipment should be located, etc. Clearly designated locations, for example for trolleys in the warehouse, eliminate the need to waste time searching for them. To separate packaged goods for shipment to different branches, colored tape has long been used, the use of which is also visual control.
Information Table
When placing information on the board, you should try to avoid unnecessary information (this is not always easy, since the information is quite diverse), so you need to display only what is needed on the site:
· Performance indicators (monthly performance results expressed in economic categories). They are the basis for the monthly staff meeting.
· Performance indicators (actual output relative to planned output, quality problems, etc.). This information is the basis for a daily five-minute discussion.
· General information (orders, announcements, etc.).
You should periodically get rid of unnecessary or outdated information, and also use small number of indicators used. Information should be placed in easily accessible places and be understandable without commentary.
Availability of information about the required and actual output provides feedback to employees, who, based on it, can regulate the pace of work.
Visual management helps identify problems and point out discrepancies between goals and reality. Despite its simplicity, it makes it possible to improve productivity and quality of work through visualizing already achieved goals and setting new ones.
it is an integrated approach that allows you to focus on achieving results and achieve the best results with the resources available.
Management by objectives includes:
- cascading and clear formulation of goals from the top level to the level of performers;
- ongoing monitoring of results and their evaluation;
- feedback and corrective actions;
- understandable and accepted by employees criteria for evaluation their labor, and, as a result, employees are more motivated to perform their duties;
- constant feedback and possibility of operational assessments and activity adjustments employees and departments;
- visual Management is an approach that provides activities with simple, visual signals to quickly respond to changing conditions and circumstances.
What metrics should I use for visualization?
The control system must provide cascading the manager's goals to each employee. This ensures that every employee is focused on execution. priority tasks and achieving priority indicators. The goals of each employee should be tied to the goals of the superior manager. The goals of each manager must be completely decomposed into the goals of subordinate employees.
An example of regular meetings is morning meetings. To summarize the day and relieve emotional stress, meetings can also be held at the end of the working day.
Using Vision Boards to Reflect KPIs
Vision boards serve:
- to visualize quantitative indicators;
- to communicate the current goals of the unit;
- to visualize current problems and those responsible for resolving them;
- submitting proposals to improve the work of the unit (kaizen).
Vision boards are effective performance management tool each employee and the entire department.
| Basic principles of MBO (Management by Objectives) | Description |
|---|---|
| Hierarchical subordination of goals | From more general goals, more local ones are formulated |
| Cyclicality | Any management system is a closed cycle of “analysis – planning – implementation – evaluation and control”, which is repeated many times |
| Feedback | Feedback is important to maintain the stability of any system. Feedback is confirmation of understanding of something, as well as a reaction (positive or negative) to some action |
| Specificity and measurability of goals | Goals must be expressed in specific indicators that can be measured |
| Regularity and consistency of work on goals | Goals are developed for a certain period, after which the degree of their implementation is assessed and goals are developed for the next period |
| A unified standard for the design of goals, plans, reports | Uniform forms for all facilitate the process of analysis, comparison and decision-making to harmonize goals with each other |
| Participation principle | All employees take part in the process of developing goals, this increases everyone’s involvement in the organization, awareness increases, and, consequently, awareness of activities, which significantly affects the motivation of staff |
| The principle of holism | This principle consists of two parts: the principle of coordination and the principle of integration. Organizations are divided into levels, each level into units that differ in functions, powers and responsibilities. Coordination covers the interaction of units of the same level, i.e. horizontally, integration – between units different levels, i.e. vertically. The combination of the principles of coordination and integration gives us the principle of holism, according to which, the more elements and levels in the system, the more profitable it is to plan simultaneously and in interrelation |
In addition to motivating employees and stimulating healthy competition, the Board allows employees to see the decomposition of the department's goals into individual goals, and also allows the manager to track the dynamics of indicators.
Vision board - photo
Management indicators and their impact on KPIs - management by objectives
The division's management indicator system determines:
- list of management indicators;
- way ( technological map) collecting information and calculating indicators;
- relationship between indicators;
- those responsible for collecting and updating indicators;
- regularity of updates;
- the required depth available for detailed analysis of indicators;
- method of presenting information.
System of management indicators must be interconnected with the goals of the unit(KPI, PPR) and allow for both operational and medium-term management, based on quantitative indicators.
Requires inclusion indicators by processes and innovation activity divisions into the system.
Video - Using visual management. Visual management and goal management
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