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Visual Management - based on LEAN

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Slides about Visual Management boards, what is it, how to use it, how sucessfully build content and last but not least WHY leaders should apply it at their workplace.

Published in: Leadership & Management
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Visual Management - based on LEAN

  1. 1. VISUAL MANAGEMENT How leaders use pictures to encourage delivery 2nd May 2017 Skills’ Crafter 1
  2. 2. 2 LEARNING OBJECTIVES  Understand the importance of Visual Management in creating continuous improvement environment & sustaining results  Know  Where to apply  How to create  Who should mantain it  How to sustain  Your role (as leader, as lean coach, as team member)  Articulate the benefits of Visual Management  Have ability to run daily meetings effectively
  3. 3. 3 Agenda 1. Lean methodology - introduction 2. Visual Management - definitions and examples 3. Team Board  Where to apply  How to create  Who maintain  How to sustain 4. Team board content  less is more  how to choose the most important items (lead vs lag measures)  practice 5. Why my team should use it – how to achieve „Buy in” group discussion - 6. Daily huddles - Visual Management meetings project teams' approach, services teams' example
  4. 4. 4 Introduction Tell us in 3 minutes Your Name Position – leader or expert Experience with Visual Boards Expectations for this course Write down expectations
  5. 5. The core lean idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
  6. 6. Focus on the customer Pursue end-to- end results Make performan ce visible Coach for improvem ent Drive simple solutions Continuou sly improve GEMBA- Go see/ask WHY/Show respect What are behaviours promoted by lean
  7. 7. What is your team’s engagement level? Where would you like to be? Employee Engagement – did you know?
  8. 8. VISUALS - how majority memorize circle triangle square Which one was easier to memorize?
  9. 9. 9 VISUAL MANAGEMENT AROUND YOU Road signs .. Traffic lights .. Symbols on products ..
  10. 10. 10 Types of visuals VISUAL METRICS Reflect performance – suport message about goals VISUAL ORDER How is our workplace organised? VISUAL STANDARDS Perfect examples of e.g. deliverables VISUAL CONTROLS Do you know when to take action? VISUAL INFORMATION Tell various stories using pictograms VISUAL ASSURANCE Metrics for E2E processes; reflecting even hidden steps results
  11. 11. 11 VISUAL MANAGEMENT „Mr. Ohno was passionate about the Toyota Production System. He said you must clean up everything so you can see problems. He would complain if he couldn’t look and see if there is a problem”. Fuji Cho President, Toyota Motor Corporation
  12. 12. 12 VISUAL METRICS - KANBAN Kanban – „card you can see” system that in Toyota standardized the flow of parts. While nowdays can be used in IT development projects; for managing all project activities in any area or for personal time management system
  13. 13. 13 VISUAL ORDER – 5S concept Sort When in doubt move it out SetinOrder Everything in its place & a place for everything Shine Clean and inspect or inspect through cleaning Standardize Make up rules and follow them Sustain Use it till becomes a habit
  14. 14. 14 VISUAL INFORMATION Mind maps, process flows makes it easier to memorize concepts or understand process steps.
  15. 15. VM drives collaboration and integration VM manages our workload and priorities VM helps us intervene when needed Visual Management - how it helps
  16. 16. CI culture in organisation Why we doing it? Team members „buy-in” How we do that? Content building & updates Who does that? Leader’s ability to deliver engaging sessions. Succesfull Visual Management - ingredients
  17. 17. TEAM BOARD excercise
  18. 18. TEAM BOARD standard content Performance Ideally green/red indication Daily measures Process updates e.g. Latest changes, focus areas People -absence -holiday planning Back ups Team mood Actions agreed during meeting with owners and deadlines update
  19. 19. Recap WHY VM WHO is involved CONTENT building DELIVERY as a key to success ENGAGEMENT as a result

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