Lean Visual Management
There are examples of visual management everywhere. Walk into a store and the departments are labeled so you know where to go. Go to a Subway restaurant and the ingredients available to put on your sandwich are ...
Lean Visual Management
Oct 15Posted by Matt WryeThere are examples of visual management everywhere. Walk into a store and the departments are labeled so you know where to go. Go to a Subway restaurant and the ingredients available to put on your sandwich are displayed right in front of you. Or look all around the U.S. road system. It is filled with visual cues and information.
Gatorade’s water bottle has a transparent stripe down the side that allows you to see how full the water bottle is. This conveys a single message (how much fluid is in the bottle?) simply. Sure you can pick it up and easily tell by the weight. What if you are an equipment manager for a sports team and you have 10 more of these to manage during a game. Instead of picking each bottle up several times to see if it is close to empty, a quick glance allows the equipment manager to know which ones to fill immediately.
It may seem like such a small improvement, but that is part of the essence of lean. Improving everyday. Saving even two seconds will amount to significant time as that process is repeated over and over again. This is something Paul Akers stresses at his company, FastCap.
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Posted on October 15, 2012, in Improvement, Tools, Waste and tagged Continuous Improvement, FastCap, Improving, Motion, Paul Akers, Tools, Visual Managment, Waste. Bookmark the permalink. Leave a Comment.
You reinforce a great point that I try and remember daily - The ultimate goal of Lean (in my mind) i Seth Godin and Failing Better (26)
Gatorade’s water bottle has a transparent stripe down the side that allows you to see how full the water bottle is. This conveys a single message (how much fluid is in the bottle?) simply. Sure you can pick it up and easily tell by the weight. What if you are an equipment manager for a sports team and you have 10 more of these to manage during a game. Instead of picking each bottle up several times to see if it is close to empty, a quick glance allows the equipment manager to know which ones to fill immediately.
It may seem like such a small improvement, but that is part of the essence of lean. Improving everyday. Saving even two seconds will amount to significant time as that process is repeated over and over again. This is something Paul Akers stresses at his company, FastCap.
Rate this: 0 0 i Rate ThisShare this:ShareFacebookTwitter9StumbleUponDiggRedditEmailPrintLinkedInPinterestTumblrLike this:LikeOne blogger likes this.
Posted on October 15, 2012, in Improvement, Tools, Waste and tagged Continuous Improvement, FastCap, Improving, Motion, Paul Akers, Tools, Visual Managment, Waste. Bookmark the permalink. Leave a Comment.
You reinforce a great point that I try and remember daily - The ultimate goal of Lean (in my mind) i Seth Godin and Failing Better (26)
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