Visual Management

Team Accountability Board and other visual controls for visual management

Lean Visual Management Boards

Whenever you add a new element to your lean production system,
you should also quickly add supporting lean management elements.

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what

What are Lean Visual Controls?

The term 'lean visual controls' can broadly include...

Any intuitively-easy-to-understand system for monitoring and controlling a process

with examples ranging from kanbans to painted golf balls,

but most common is the visual control chart

A visual control chart is...

Data hidden in a computer is not visual

A visual management system must be visual.

Data hidden inside a computer does not meet the above criteria
until perhaps it is printed, or otherwise reproduced in a way that meets the above criteria.

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examples

Visual Management Examples

Examples of process improvement tools used as Visual Controls

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invent

Guidelines to invent your own

Visual Management Boards

These templates provide an excellent starting point

so that your expensive Black Belts aren't wasting time re-inventing tools that are common to many production and office environments...

but once your people understand the tools and systems that are readily available, and start to conceive ideas to make them even better to meet the unique needs of your unique processes...

then, yes, absolutely...

Invent your own visual controls

Starting with either:

1. Any one of the above templates

   that provides a good starting point to give you a great start

2. A blank template

   that gives your custom tool all the value-add features common to all of your 150+ Systems2win templates

3. A blank Excel workbook

   If you enjoy the challenge, and your employer is wiling to pay you for the non-value-add time to start from a white page and a blinking cursor

4. A creative idea

   Although Visual Control Charts are the most common type of visual control,
   they aren't your only choice.

   Kanban signals might be golf balls, triangles, or all kinds of creative objects.

   You might come up with creative colored flags to make your Lean Office Work Flow Cycle visible.

   You might use colored lights for more than just jidoka andons.

Assuming that you are inventing a visual control chart...

Use everything you know and learn about familiar Microsoft Excel

and everything you know about how to personalize any Systems2win template

Go for it...

Create your own visual controls for any activity of any kind

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Just make sure that any custom visual control that you invent meets the

Fundamental Requirements

of a Visual Control

1. Compares expected vs. actual results

   Because that's the primary purpose of a visual management system:

   To reveal abnormalities, so they can be corrected quickly.

2. Is visual

   Not buried in a computer.

   Problems are highlighted using graphics, colors, and creative ways to be intuitive and visual

3. Is near the place where the work is done

   So that the people doing (and supervising) the work can use the real-time feedback.

4. Is updated frequently

   Frequently enough to actually make real-time corrections. Not just post-mortems.

5. Has notes explaining reasons for every miss

   For post-mortems — that lead to measurable improvements.

6. Is accompanied by a Lean Management System

   That empowers leaders to actually do something about revealed problems — quickly.

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act

Do something

about problems revealed by visual controls

The primary purpose of any visual management system

is to quickly and visibly reveal process abnormalities

Any abnormality should prompt the following 3 questions

1. Did this happen because no standard work exists?
2. Did this happen because the standard is incorrect or incomplete?
3. Did this happen because someone didn't correctly follow the standard work?

If the primary purpose of visual control is to reveal problems...

then the assumption is that you lean leadership team will actually

Do something about the problems that get revealed

• Perhaps launch a team, or expand the charter of an existing one
• Perhaps your team might maintain a Pareto Chart of the top 3 priority problems you are currently working on — and publish it on your Team Accountability Board.
• Perhaps a team member might volunteer to lead an A3 problem solving exercise.
• Perhaps a problem might prove worthy of a kaizen event.
• Perhaps a problem might need to be escalated to a higher tier of your lean management structure.
• Perhaps a problem might affect and be of interest to the larger value stream.
• If things aren't flowing, re-design the process for lean flow.

If your lean leaders don't actually solve problems as they surface,

then people will quickly lose interest, and wonder why they're doing all this
extra busy work to identify even more problems that management ignores.

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TeamBoard

Visual Management Board

The most common element of a visual management system is a Team Board

Three Types
of Visual Management Boards

1) Team Accountability Board

As suggested in your Leader Standard Work template, (LSW.xlsx)

each Team, Supervisor, and Value Stream should have its own bulletin board located very near the place where the actual work is done.

This Team Accountability Board displays the team's most important visual information, and also serves as the agenda and meeting location for the team's stand up meetings.

The format and contents of each team's Huddle Board can vary greatly.

Common elements often include:

• Printed charts
  summarizing the most important Key Performance Indicators.

  Charts must be kept current — often printed daily,
  or even more often for particularly time-critical data

• Sticky note based tracking systems — for Task Assignments and/or Suggestions.

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2) Process Observation Point

A Team Accountability Board often doubles as a 'Process Observation Point' or 'Visual Observation Station':

A designated place to easily observe the process.

Although a Process Observation Point might also have visual controls for quality, reliability, scrap, cost, pace, or any other Key Performance Indicators...

the most essential element that should be front and center in any Process Observation Point is a visual control that instantly indicates how well your product is flowing through that work area.

Acid test for Lean Flow

Invite someone unfamiliar with the work area to stand at the clearly-marked Process Observation Point,

ideally with no further instruction, but perhaps with a brief explanation for:

1) how to read your at-a-glance visual control chart that makes heijunka flow visible for this process

2) how often it is updated — which usually coincides with your Pitch Pulse Cycle

(which is measured in hours; not days)

and then ask...

Is this process flowing as expected?

The answer should be either yes or no... red or green... no yellow.

Learn more about why this is the ultimate acid test for your entire lean transformation

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storyboard

3) Lean Storyboard for Visual Management

aka PDCA Storyboard, Improvement Kata Storyboard, Learner's Storyboard

As popularized in the book The Toyota Kata, by Mike Rother,

a Learner's Storyboard is a special type of Team Accountability board

to facilitate and guide interaction between Learner and Coach,
and to visually tell the story of the progress of a rapidly-changing PDCA project.

Lean Learner's Storyboard
Focus Process <Title>	Strategic Challenge <Brief, compelling vision statement that almost never changes> See guidelines for how to phrase your Strategic Challenge
Target Condition Achieve by: <date> <Brief description that usually only changes when one Target is achieved, and the Next Target is chosen> See online training for Next Goal Setting	Current Condition See online training for Process Analysis	PDCA Cycles Record See online training for PDCA template
		Obstacles Parking Lot Unprioritized list of things that you might need to address in future PDCA Cycles. (You focus on only one obstacle at a time)

Sample Lean Storyboard example — in the format suggested for Toyota Kata Coaching

(publish on a large bulletin board)

Your PDCA Coaching template provides a standard format

that can be used throughout your organization

If you have physical space for 2 separate storyboards near the same process,

then you might decide to follow the Learner's Storyboard approach exactly as taught in The Toyota Kata, using the PDCA template only in the section of the Learner's Storyboard for PDCA tracking.

If you use the Systems2win PDCA Coaching template, however,

it does already incorporate every element of the Improvement Kata Storyboard,

so some Coaches might find it sufficiently visual, (and easier) to simply publish that normal-sized working document in a transparent sleeve on your (already-existing) Team Accountability Board (described in the section above).

Perhaps a single sleeve to hold the stapled multi-page PDCA Coaching document, or perhaps multiple sleeves to show each page.

Perhaps supplement the (abbreviated) Current Condition section with a more detailed Process Analysis document.

Other Coaches might want to make things even more visual

by supplementing the report with some personalized format for some large-print or graphic progress summary on their own personalized Team Accountability Board.

The point is that there's not just one "right" way to communicate your Lean Storyboard.

The important thing is to incorporate all of the essential elements —

and make it visual.

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Reading

Suggested Reading and Resources for

Visual Controls

• Creating a Lean Culture, by David Mann
• More suggested reading & resources

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Visual management tools with lean management templates, kaizen tools, project management tools, load leveling templates, strategic planning tools, and A3 Problem Solving tools   to empower every team member to improve every process