9 hours 3 minutes

Video Transcription

Hi, guys. Welcome to improve phase visual management. I'm Catherine MacGyver, and today you're going to be able to understand this visual management in the workplace and be able to apply visual management in your workspace.
So when we talk about visual management, we have to think back that were more in the lean side than the Six Sigma Side. Because if you remember, one of the key tenets of Lean is that it focuses on this idea of visual management and visual management. Is the ability to make your work space or process intuitive
toe understand by simply looking at it.
So the way that I always think of visual management actually is
Lego instructions. So for those of you who do Legos or if you have done like those, you have this very complex pile of little blocks that you open out of the box. And then you have these instructions that don't really have any words but are somehow able to teach you how to do complex processes
by simply following along with the instructions for the pictures.
It amazes me. You can do this with hundreds of pieces model and just follow the pictures. And now you have, ah, completed process. So visual management is that same kind of idea in your workspace, where something is intuitive and makes sense and can have a logical sort of flow with it simply by looking at it.
So when we're talking about visual management,
five s is a prerequisite. So our next module is going to be a really quick five s refresher to put it back in the forefront of your mind as you were thinking about improve. But also visual management in and of itself isn't a unique tool. It's actually more of a philosophy
that leverages several tools and ideas. So we're gonna go through
the most common tools in this module with a couple of call outs where we do have a refresher for five us and we're going to do and on boards independently in their own module.
So the first tool for visual management is called gim ba or gimbal walks or you can hear it's phrased is going to gamble. This is purely the idea of you as a leader or a manager being present in your workspace. So this got very popular.
About 10 years ago, Harvard Business Review
did Ah, whole Siris on this idea of rounding four managers where your supervisors, your manager's, your executives needed to actually go out and be. And they were maybe in the space that they oversee. So what makes Gimbal walk different than a just walking around and catching up on people's weekends
is that you want to be actively president in your workspace.
And what that means is you want to be observing so much like that skills that you use when you're doing your current in your future state process. Mapping
your current state process mapping. You'll do your future state in your piloting. But in your current state process, mapping is actively taking in. What's happening? Do you see something that is happening off process in one area?
Do you hear grumblings among your employees about something that's not working? When you're doing your gimbal walks,
you're going to want to observe for the eight ways and the compliance to your five s program so it really is
B. It's an observation on
tool that allows you the supervisor or the manager or the business owner to stay in touch with what is currently happening on your floor so that's the first tool of visual management. Then you'll have a checklist in your supplemental materials
to remind you of the things that you want to look for when you're doing your Gamboa.
The second way that we use visual management is data displays. So this is where you're going to post your departmental metrics in a place that people can see them and take them in. So remember, one of the tenants of Lean six Sigma is data driven decision making. You want your employees or your operators
to be in the know as faras what things are happening
in their organization. So the cliche example is the days since last accident or safety measures. You can also see production volumes. You can see cycle times, but this is you want to get it as timely as possible. One of the ambulance companies that I worked with posted monthly metrics on
number of miles driven in number of accidents
should surprise everybody at ambulance. Companies tend to be in a lot of car accidents, but so that everybody could know. The other thing that they did specifically is they posted each employee's metric. So you knew who was a good driver and who wasn't
so just a way to keep your keep everybody on the same page with how your department is performing it. So you want these to be easy to
read? UM, preferably not complex tables or graphs, and they have to have a timely presentation. If you're looking at data from 2/4 ago, it's not relevant to how I do my job today.
In next Visual Management, Tool is going to be really familiar for those of you who have worked with agile or scrub methodology. So this idea of a con bond board.
So in order to do a conv onboard, you document all of the tasks that need to be done either in backlog or in priority. And then, as you start working on them,
you move them, tow either in progress or done so. At any point in time, any employee can walk around and look at the combine board and see what's being worked on and where it is in that completion. So what's our backlog? What do we still need to do what we need to do first, who's working on what
and if it's been completed so that you could move forward. So calm on boards are very, very common
in that agile development because they're they align very well with the Sprint Ida. The Sprint idea
in the agile methodology. As far as let's work on a minimum viable product, let's do what our story is right now. Let's go through progress and get it done. I have used combine boards and employee management as far as well.
Show me all of the thing, all the tasks that you need to work on this week and where you at. So I don't need to stop and ask them what they're working on. I can just check in and see. Oh, a priority is documenting our current state process map. I am currently working on capturing requirements for this project. I have completed these things.
So another way to see where your department is
at with your workload in a real time visual way.
So when we're talking about visual management, the keys for this is that it needs to be simple. So if you think back to Steve Jobs where he talked about simplicity is elegance. The idea is it needs to be very intuitive.
You shouldn't have to do a lot of explanations on how to tell what it exactly it is that they're looking at, and it needs to be adapted to your organization's needs. So perhaps a combine board works for me when I'm running project teams.
But if you have a decentralized team, the combine board's not going to be relevant. If your organization has great easy to translate and interpret metrics, then you're going to want to do data displays. However,
if that's not something that works for your organization or your virtual organization, you might want to be creative about it. When we're talking about visual management
in an organizational studying, you do need to have a strong five s implementation, which will be our next module for a reminder, because that sets the basis for a visual management. If you don't have standardization and cleanliness in there, your workspace is you're not going to be able to do your gimbal walks
very effectively,
So I will see you guys in our next module five s refresher

Up Next

Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

Instructor Profile Image
Kathryn McIver
Lead Instructor at Evidence-Based Management Association