07/02/2017
A business management technique that shows quick project status.
A business management technique that allows the quick recognition of information being communicated, in order to allow increase efficiency of decision making, better feedback control and clarity, and accountability in the workplace.
Uncertainty can decrease as the project evolves, but only through proactive risk management and decision making. This can only happen if you can see it. If you can see it you can fix it. Visualisation is a good thing, especially when it is put up on the wall, discussed every morning, clear to understand and is able to hold people accountable. That is when things really happen.
If you highlight issues in a no blame cultural way, start get people to talk about them, causes can be identified so that adjustments and remedies can be made to fix things. Used properly visualisation can remove or streamline difficult processes to improve efficiency, improve motivation and engagement. Beware, because once you start recording, monitoring, recording and displaying them on Team Visual Display Boards (VDBs) or Production Analysis Boards (PABs), expectations are set. When Managers ask Teams to get involved and write down their problems, ideas and remarks, the Teams expect the Managers to do something, else they get upset. Incorrectly managed, Visual Management can become a de-motivator, when management remove items and don’t do anything. Eventually Teams stop reporting issues and people become sceptical of all future work in this area.
Make sure that clear unambiguous targets are established to make problem solving easier. All KPIs are clearly defined, and there are clear distinctions between routine and stretched goals. It is difficult to do PCDA without clear targets or goals. If it is not clearly marked, intuitive to understand, easy to update and becomes part of the daily routine, then visual management will fail. Make sure at the top of the board you mention the purpose of each board, who it is for, who owns the board and you go to that person if you have any issues or improvements, and finally how often it is used, when it was last updated plus what are the responses to abnormalities.
A business management technique that allows the quick recognition of information being communicated, in order to allow increase efficiency of decision making, better feedback control and clarity, and accountability in the workplace.
Uncertainty can decrease as the project evolves, but only through proactive risk management and decision making. This can only happen if you can see it. If you can see it you can fix it. Visualisation is a good thing, especially when it is put up on the wall, discussed every morning, clear to understand and is able to hold people accountable. That is when things really happen.
If you highlight issues in a no blame cultural way, start get people to talk about them, causes can be identified so that adjustments and remedies can be made to fix things. Used properly visualisation can remove or streamline difficult processes to improve efficiency, improve motivation and engagement. Beware, because once you start recording, monitoring, recording and displaying them on Team Visual Display Boards (VDBs) or Production Analysis Boards (PABs), expectations are set. When Managers ask Teams to get involved and write down their problems, ideas and remarks, the Teams expect the Managers to do something, else they get upset. Incorrectly managed, Visual Management can become a de-motivator, when management remove items and don’t do anything. Eventually Teams stop reporting issues and people become sceptical of all future work in this area.
Make sure that clear unambiguous targets are established to make problem solving easier. All KPIs are clearly defined, and there are clear distinctions between routine and stretched goals. It is difficult to do PCDA without clear targets or goals. If it is not clearly marked, intuitive to understand, easy to update and becomes part of the daily routine, then visual management will fail. Make sure at the top of the board you mention the purpose of each board, who it is for, who owns the board and you go to that person if you have any issues or improvements, and finally how often it is used, when it was last updated plus what are the responses to abnormalities.