LeanBlog Podcast #49 - Gwendolyn Galsworth

Episode #49 is another conversation with Dr. Gwendolyn Galsworth, who you might remember from Episode #26 last year and Episode #45, which was the first part of this conversation. In this episode, we talk about "Visual Displays," a topic from her Shingo Prize-winning book Visual Workplace, Visual Thinking: Creating Enterprise Excellence Through the Technologies of the Visual Workplace. Gwendolyn established Quality Methods International (QMI) in 1991 as a consulting, training and research firm, specializing in the Visual Workplace.

For earlier episodes, visit the main Podcast page, which includes information on how to subscribe via RSS or via Apple iTunes.

You can use the player (use the VCR-type controls) below to listen to a "streaming" version of the podcast (or click here for the streaming audio and RSS subscription). The streaming link is faster for one-time listening (hardly any delay to start listening). Or you can use the download link to put it on your iPod or other MP3 player.

MP3 File Right-Click to "Save As"

Enhanced AAC File (with Chapters)


Episode #49 Key Words and Links:

• "Leaders of improvement" - a phrase Gwen learned in Japan
  
• Managers of improvement -- not "supervisor"
• Manege -- french word, to handle, to control, to clean house, to train horses
• www.visualworkplace.com

If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

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LeanBlog Podcast #45 - Gwendolyn Galsworth, "Visual Displays"

Episode #45 is another conversation with Dr. Gwendolyn Galsworth, who you might remember from Episode #26 last year. In this episode, we talk about "Visual Displays," a topic from her Shingo Prize-winning book Visual Workplace, Visual Thinking: Creating Enterprise Excellence Through the Technologies of the Visual Workplace. Gwendolyn established Quality Methods International (QMI) in 1991 as a consulting, training and research firm, specializing in the Visual Workplace.

For earlier episodes, visit the main Podcast page, which includes information on how to subscribe via RSS or via Apple iTunes.

You can use the player (use the VCR-type controls) below to listen to a "streaming" version of the podcast (or click here for the streaming audio and RSS subscription). The streaming link is faster for one-time listening (hardly any delay to start listening). Or you can use the download link to put it on your iPod or other MP3 player.

MP3 File Right-Click to "Save As"

Enhanced AAC File (with Chapters)


Episode #45 Key Words:

• Visuality and Visual Displays
• Production control boards
• Visual displays and dashboards

If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

Subscribe via RSS Lean Blog Main Page Podcast Message Board

Too Clever By Half?

I know it's weird that I have my camera in a bathroom, but it was a solo bathroom and I always have a camera in my pocket when doing Lean work. I ran across this papertowel dispenser and it wasn't until my third or fourth attempt that I figure out how the darn thing worked. The designer may have been "too clever by half," as our pal Jim Womack likes to say.

It's almost too obvious in this picture, my real life experience was frustrating.

1. Try to pull the paper down manually... doesn't stick out enough
2. Wave hands in front... no automatic sensor
3. Look for lever on side... no handle

The handle that dispenses the paper is the light gray vertical piece on the right side. The problem with the design, in my humble opinion, is that the handle matches (too well) the mirror image on the left side, which is not a handle. It's "elegant" in that you have no unsightly dispenser handle/arm/whatever you call it.

But, who cares about elegance? Make it obvious and simple and unambiguous to the users. I think the same lesson applies to our visual controls in the workplace. Don't try to be clever. Be obvious. I think this seems obvious in the picture, but it sure wasn't obvious to me. Is the design too clever, or am I too dense? Is user always right?

I'm influenced (I think) by the amazing book The Design of Everyday Things by Donald Norman, He argued that user controls should be intuitive and should be mapped visually to the function and layout. For example, the knobs on your cooktop stove should visually mirror the layout of the burners (like this, not like this) -- original page link. Also check out Darnell's Bad Designs, if you're interested in the subject (and his example of good stovetop design)

And yes, as much as I complain about hand hygiene in hospitals, I do follow that particular standardized work.

New Web Forum on Visual Management

Visual-Lean Institute Forums ~ View Forum

Dr. Gwendolyn Galsworth, a very popular guest on my Podcast, has a new web forum focused on visual management and "visuality."

It's a new forum and, as I know with my LeanBoard, it can be tough to build critical mass to keep the conversation going, but give her site a try.

The Appeal of Closed Cabinets and Doors

Relatively short post here, hopefully will prompt discussion and comments.

People are typically very fond of their closed off storage spaces in workplaces (ranging from factories, to offices, to hospitals). Keeping things in drawers and behind cabinet doors is the norm and people often put up a fight when you suggest 5S and visual management practices of organizing things and keeping them exposed and visible.

Let's put aside special cases such as chemicals that have to be kept in closed cabinets for safety purposes.

My question: is this tendency "nature" or "nuture"?

Nature: Is this somehow ingrained in our DNA to want "visual cleanliness" OR

Nurture: We are taught (at home or in the workplace) that stuff should be hidden behind doors.

I'm not asking how to get people past that or how to deal people's resistance to open storage, but you can also comment on that.

Final thought: Properly organized and "5S-ed" supplies should not "look messy" even with the doors off of cabinets.

LeanBlog Podcast #26 - Dr. Gwendolyn Galsworth, Visual Workplace

Episode #26 of the LeanBlog Podcast brings us Dr. Gwendolyn Galsworth, of the Visual Lean Institute. She is the author, most recently of the book Visual Workplace, Visual Thinking: Creating Enterprise Excellence Through the Technologies of the Visual Workplace. Ironically enough, we wil be using this audio-only format to discuss visual methods in the workplace and how that ties into Lean and the Toyota Production System. Her book has hundreds of color photos and illustrations of effective visual methods, so if you find this discussion helpful, I hope will follow up with the book. The book is a very inventive and unique approach to visual management and helping people work more effectively. One small thing I really appreciate is how her case studies and examples from factories always have a photo of one of the value-adding associates who was involved in the work.


MP3 File (Right Click to Save-As)

Show Notes, Links, and Keywords Episode #26

• Norman Bodek, visual workplace, poka yoke, visual guarantees, visual order, visual inventiveness, visuality
• "I-Driven": Knowing what information that individual needs to work well
• Borders, home addresses, ID labels
• Right angles aren't necessarily the best for workplace layouts
• "Information deficits" are the symptom, deficits cause waste and "motion without working"
• Six categories of missing information: the missing "where," the missing "what," etc.
• Video training system
• The counter productive 5S initiative that we discussed (previous blog link)
• "The obedience paradigm" versus empowering people
• The older, existing website
• Forum on the new website

If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast. Click here for the main LeanBlog Podcast page with all previous episodes.

Visual Management Contest Winner

I'm happy to announce a winner in the LeanBlog Contest that was sponsored by American LED-gible, Inc (www.ledgible.com).

I had three outstanding entries, so it was a tough decision, but the winner is Andrea, who submitted an example from a blood donor operations environment. I liked the simplicity of the visual and the positive impact it had (and I have a soft spot for healthcare related Lean work). I'll share more about her entry later, but it was a simple (and effective) visual control that helped ensure that donated blood wasn't wasted due to an administrative oversight that had been occurring with new employees.

Andrea will receive the iPod Nano (again, courtesy American LED-gible), pre-loaded at her request, with all episodes of the LeanBlog Podcast.

Thanks for all of the entries. The two runners up will receive a free copy of the book "Evolving Excellence," by the fine folks at the blog of the same name.

L.A.M.E.: 5S Making Things Harder on Employees

Here's a follow up to my earlier post on 5S not being about neatness (or for neatness' sake).

A reader submitted this anonymous comment that's worth highlighting:

Our plant has started a 5S program that is very counter productive. Tools and parts used for changeovers were moved off the shop floor. now instead of walking 3 feet they have to walk 700 ft. to get what they need. changeovers have increased by over 2 hrs. we look nice. They tell me we are going to start a quick changeover program soon. I can't wait to see it.

What a misapplication of 5S and Lean methods. It's "Lean As Misguidedly Executed."

There are so many things gone wrong in that one paragraph. For one, changeover times should not get longer with a 5S initiative. How does this help employees, the customers, or the company to move needed tools 700 feet away?? The extra motion, the extra setup time, the extra cost will all drive LARGER batch sizes and less customer response.

Looking "nice" is not the goal with 5S, it should be about being effective, organized, and productive (and safe). It might look "nice" that the tools are hidden, but again that's not the goal. It's a workplace and the tools required to do the work should be right at hand, especially if changeovers are done often (and hopefully they are).

Notice how they first implemented 5S and now they're going to come back and do "quick changeover." The tools-driven approach to Lean (let's implement one at a time) doesn't seem to be working really well. Isolated misinformation and misapplication of 5S let them to make decisions (move tools far away) that will probably be countered by the quick changeover approach (get tools closer to point of use).

Finally, if you implement things like that, your employees will think you (the managers or Lean implementors) are idiots. And I wouldn't blame them.

Trying to take a more balanced view -- it IS possible that the plant re-arranged the workplace into a cellular layout. If that's the case, having setup tools only 3 feet away might have been getting in the way of the smaller, tighter production cell. If the dies or tools are huge, you might want to move them out of the direct production flow path (if those tools had kept you from moving machines or operations as close together as you would like). That said, you'd have to think you could find a tool storage area closer than 700 feet away.

Either way, it sounds like this employee, the one leaving the comment, didn't have a chance to give input or wasn't listened to.

If you have other "L.A.M.E." stories, post them here in a comment or email me using the link in the left hand column of this page.

Visual Control for Beer

Coors New Cold Activated Bottle Campaign uses Chromazone™ Chill 'n' Reveal Ink

Mmmmmm.....beer. I'm not sure if this was really necessary, but here's a good one for 5 PM Friday. Just saw a TV for a gimmicky Coors Light bottle where the mountains on the label turn blue when the beer is properly cold.

I guess this is helpful for people who can't sense temperatures with their fingers, eh?

Happy weekend. Hope you all had good Lean weeks!

Reminder: Contest Ending May 18

Here's an update on the current LeanBlog Contest on visual management. There are three outstanding entries so far, ranging from a factory, a healthcare setting, and a home setting (visual methods for error proofing a pet's daily shots). This really shows the power of Lean methods and, in particular, the visual management mindset.

If you'd like to enter, visit the main page for the Contest for entry details. The deadline is Friday, May 18.

Again, our sponsor is American LED-gible, Inc, their website is www.ledgible.com. They have generously donated a cool 8 Gig Black iPod Nano as the prize for the winner.

Contest Extended to May 18

Click here to read more about our LeanBlog Contest, sponsored by American LED-gible, Inc. (www.ledgible.com). Share your visual management example and have a chance at winning a sweet iPod Nano, again courtesy of American LED-gible.

Click here for the full contest details.

I've been having some email trouble with the leanblog.org domain, so if you entered previously, please email me again using the link in the left hand column of this page.

LeanBlog Contest: Visual Management (Win an iPod Nano!)

Sponsored by American-LEDgible, Inc.

It's time for another LeanBlog Contest! Update: Deadline is May 18

Submit your Visual Management stories and get a chance to win a Black 8 Gig Apple iPod Nano, a $249 value, courtesy of our sponsor American LED-gible, Inc. (www.ledgible.com). I wish I could keep it, it's an incredibly small, great looking device.

To enter, send an email (file attachments are OK especially if pictures are included) to the email address linked in the left hand column of the blog (email Mark) with the following (or bonus points for submitting an A3).

1) Brief Process Description (type of industry, etc.)

2) Problem Statement: What was the problem or type of waste encountered?

3) What visual management or visual control method did you use? How did this solve or prevent the problem? Why did you choose this solution?

4) What was the impact of visual management method?

The most creative example of visual management or the best written example will be named the winner and will receive the Nano. Entries don't have to demonstrate a technology-related visual control, such as andon boards or electronic signs.

The book The Toyota Way defines visual control as one of Toyota's key principles:

Use visual control so no problems are hidden.

Included in this principle, is the 5S Program - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment.

Entries are due by Friday, May 18 at 5 PM central daylight time. The winner and all entrants can remain confidential, but I reserve the right to publish any submitted story or picture here on the Lean Blog.

If you like, I will pre-load the Nano with all episodes of the LeanBlog Podcast, or I'll leave it as brand-new.

Thanks again to our sponsor, American LED-gible, a manufacturer of LED and electronic signs, andon lights, timers, counters, and other Visual Management products.

If you have any questions about the contest, email me using the left hand column link or leave a comment on this post.

I've been having some email trouble with the leanblog.org domain, so if you entered previously, please email me again using the link in the left hand column of this page.

A New Sponsor: American LED-gible, Inc.

American LED-gible Products

I'd like to welcome American LED-gible (www.ledgible.com) as a sponsor on the Lean Blog.

About the company:

American LED-gible Incorporated has been in business since 1976 providing process control solutions for the workplace. We are a small, family owned and operated business. Manufacturing is done here in Columbus, Ohio.

I'm certainly happy to be promoting a company that is committed to American manufacturing. They told me many of their competitors are importing products, while they are remaining in Ohio. I asked American LED-gible if they indeed use their own products for supporting Lean production in their factory. Their response:

Yes, we use our products for different operations on the production floor.

• Timers for wash time, clean up, testing,etc.
• Production pace timers goal vs actual for pacing PC board fabrication/stuffing, wave soldering,etc.
• Light indicators for process complete indication,etc. (mainly qc/testing)
• LED alphanumeric boards for general data

As a Lean thinker, you will probably recognize the need for andon boards, takt time indicators, and other visual controls for a Lean factory (or any Lean environment, such as a hospital laboratory).

Look for their ad below in the left column and check out their products. Stay tuned for an exciting LeanBlog Contest. Thanks to American LED-gible's generous sponsorship, we'll be giving away a black 8 Gig iPod Nano (pre-loaded with all episodes of the LeanBlog Podcast, or a CD of them, your choice). Stay tuned for how to enter.

Click on the "Contest" link for some previous LeanBlog contests. This one will be another "submit a Lean story" type challenge.