It is a question we often ask when we meet someone. Typical answer goes something like this: “I am fine, how are you?” One of the key things we ask when we see an operation for the first time is “How are they (folks working in that operation) doing?” Followed closely by the question “How do you know?” We are looking to see how well defined the processes are in an area. If it is difficult to asses the performance of an area by management, then it is difficult for the people working in that area to know how they are doing. Defined buffers, clear start/stop queues, 5s and line side replenishment are all examples of visual process pieces that define success. Takt boards are also a great tool to communicate successes and failures to the team. But they must be timely, accurate and not be a burden. They also must not be ignored by the leadership. Designing visual processes can have amazing results. Properly managed, you can realize several benefits, including:
Success Definition Quicker Problem Resolution Improved Quality and Labor Utilization Functional Continuity Communication of Expectations Continuous Feedback on Meeting Those Expectations
Success Definition: We believe that people come in the door wanting to win. It is our job to define for them what winning is. Our processes should reflect this truth and give them constant feedback on how they are doing. If we do not define success, they will define it and that definition might not match our strategic goals. A properly designed process will define success. If you do things incorrectly, it stands out and easily can be seen by leadership.
Quicker Problem Resolution: When “out-of-bounds” is readily visible, problems can be addressed more quickly. Time wasted investigating the issue is reduced (if not removed completely). The result is that your leaders have more time to lead. They have more time to spend on training and improving the environment adding value to your company.
Improved Quality and Labor Utilization: Quality and Labor Utilization are both huge components of success in a business. A properly designed process should communicate to the workers constantly how they are performing in both aspects. Tapping into that desire to win, we need to make sure the people working in the process always know the score. Quality and Labor should both be part of that score.
Functional Continuity: Think of visual process definition as painting lanes on the freeway. It is important to keep people in their lanes and on task. Without adequate definition, people tend to drift. They can take on tasks that are not designed for them, hiding problems and deficiencies in the workforce around them. This adds noise to the system, making it more difficult to manage. A properly designed system will protect you from this drift and improve situational awareness for your leaders.
Communication of Expectations: One of the responsibilities of management is to provide communication of expectations. We list it here as a separate point, though touched on above in a couple of other points, because we believe strongly that every expectation you hold an employee accountable for should be communicated regularly. The payoff for this little amount of work is more often meeting those expectations, more enthusiastic employees, peer pressure when employees or groups are falling short, more effective performance reviews, more meaningful stories behind performance bonuses and better outcomes when a termination is necessary.
Continuous Feedback on Meeting Those Expectations: While takt boards with constantly updating production, quality and labor utilization numbers are the best example of visual continuous feedback, operational visual cues can accomplish much of the same. Small process buffers before and after a station or work cell can also communicate how well a(n) operator(s) is performing. Full incoming buffers and empty outgoing buffers say that you have a constraint operation. If it wasn’t supposed to be a constraint, you have a problem.
So, the next time you are walking the floor and ask “how well is your team doing today”, if the answer is “we are doing well”, be sure to ask “how do you know?”
Title 2 Business Services’ members have been each designing visual operations for over 20 years. Coupled with a strong operational plan and cross-functional optimization, we can squeeze an unbelievable amount of capacity, labor utilization, quality and service proposition fulfillment. If you would like to learn more about how to do that, or want help with creating a visual workspace, contact us today!