Visual Management Boards: Manual vs Digital

When it comes to visual boards in the workplace the most common line of questioning is related to manual visuals versus computerized/digital visuals.  Many people prefer the look of a more sophisticated information technology solution over a simple hand written solution.  There are several things to consider when deciding which visual method to use.

	Manual Visual	Digital Visual
Timeliness	Manual visuals are current as of the last recording and reviewed by frequency of the pitch.	Computerized visuals are current as of the last data entry and last time the report was run.
Proximity	Hand written visuals are usually close to the process whose performance they reflect.  This also makes it difficult to disperse the information to other locations.	Computerized systems encourage managing the production process from a computer screen in an office somewhere removed from the actual production area.  A computer aided solution is definitely advantageous for computational accuracy as well as ease of distributing information.
Accuracy	Manual visuals are usually near or at the Gemba and can be physically verified but humans do make mistakes.	Digital visuals are usually a long way from the source, often require judgment and execution of data, which can make accuracy difficult to assess.
Precision	Manual methods are not always precise, notes sometimes vague, and reporting periods can occasionally be missed.	Digital visuals are highly precise regardless of accuracy.
Flexibility	Questions prompted by manual visuals can be addressed at least initially where it is posted and can be easily modified or new visuals created.	Computerized solutions are powerful analytical tools, but usually only designed to address the questions programmed and not easily changed or customized.
Expense	Manual visuals require little to no expense to implement and maintain.	Computers and network equipment are expensive to purchase, require continuing maintenance costs, and technical expertise.
Responsi-veness	Manual visuals are easy to use, owned by production floor, and draws people to the information whom helped create it.	Computers can be intimidating; the data is removed from shop floor to be transformed into impersonal computer-generated report.

Manual boards work best for local teams and smaller teams, for whom the manual updates won’t waste time or cause communication breakdowns. You have to make sure that you have firm communication strategies in place so that no task gets overlooked, and that task status is always up to date. Manual boards tend to promote face-to-face conversation. Manual boards are often more intuitive than digital boards for new employees, because a physical, hand-written board can be easier to visualize and understand. Ultimately, manual boards engrain task status and other project information by forcing team members to make manual updates.

You can also create a digital board to manage your business. The benefits of a digital board include live updates, customization, and more flexibility (this is helpful in the event of changing deliverables or deadlines). Additionally, many online tools make it easy to aggregate information by letting you attach documentation directly to the board. Digital boards tend to work well for software/technology teams, fast-paced teams, teams with remote workers, or instances where external stakeholders (management, clients) need insight into progress. Although digital boards can ease some of the hurdles felt by physical board users, a digital board will not automatically solve all your team’s communication problems. Rather, maintaining the daily management and prioritizing communication among workers is the best way to ensure that everything gets completed.

Visual boards are a means connect people to their processes.  They also reflect the adherence to the process and are the basis for comparing actual versus expected performance. Visual controls help transform the abstract concept of discipline in lean management into directly observable, concrete practices.  It is important to choose the right visual format for each process. 

Neither option is objectively better suited to Lean methodology. Instead, your board will be most effective if you choose the version that best fits the needs of your team. For instance, if your team is new to Lean and is all in one location, a physical board might be best to help ease into the workflow and promote conversation among workers. On the other hand, if you’re working with a large, remote team, an online tool will work better. Therefore, the first step in implementing visual management is isolating the unique needs, strengths, and weaknesses of your team before selecting how you will organize and track the work being done.

Lean Tips #136 (2251 - 2265)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #2251 - Communicate Results. 
It’s critical that results are communicated, especially with lean initiatives. Communication is so much more than just a component of internal controls or a soft skill! Communication allows you to stop operating in secret. Poor communication is often a hallmark of a fear-based culture: we’re afraid we’re going to fail or look silly. But an important part of building a lean and innovative culture is failure because it tells you what needs to change.

Lean Tip #2252 - Empower your Employees
Employees who are closest to the problems on your shop floor are the best-equipped to solve them. They are your greatest assets in your kaizen efforts, so give them the support they need to implement improvements. Developing your team’s abilities through training and support should be as much a part of your continuous improvement program as making improvements to manufacturing processes.

Additionally, engaging team members to identify problems and suggest improvements in their work areas encourages a sense of ownership over their work, which can improve overall motivation, morale, and productivity.

Lean Tip #2253 - Focus on Small Changes
Approach change in small, incremental steps; if you improve by just 1% every day for a year, you’ll be 37 times better than when you started. Test and implement small changes. This increases the speed to improvement and reduces the pressures and risks of implementing a major change.

To this end, focus your improvements on solving the root causes of issues. This allows employees to catch and contain small issues before they become larger and costlier to eliminate, and it prevents the same problems from reoccurring.

Lean Tip #2254 - Standardize Work
In order for improvements to last, they must be standardized and repeatable. Standardizing work is crucial to kaizen because it creates a baseline for improvement. When you make improvements to a process, it’s essential to document the new standard work in order to sustain the improvements and create a new baseline. Standard work also reduces variability in processes and promotes discipline, which is essential for continuous improvement efforts to take root.

Lean Tip #2255 - Enforce Improvements
It’s easy for employees to regress to their old ways. Enforcing the changes you’ve made to your processes is important for the improvements you’ve made to last, and it’s key to sustaining continuous improvement in the long term.

Documenting improvements, making sure standard work is up-to-date, and training employees on new procedures can help sustain the progress you’ve made in your continuous improvement efforts.

Lean Tip #2256 – Leaders Constantly Learn
Great leaders constantly read in order to improve the thoughts and ideas that are produced in their mind. Reading helps to expand your mind and think quickly when forced to make tough decisions. You also will want to take any classes that can help you improve your individual performance and leadership capabilities. Once you stop learning, you not only fail yourself but you also fail your team.

Lean Tip #2257 – Leaders Never Give Up
As a leader, things will get tough. You will have to deal with so many different factors in order to keep your business operating and to provide for your team. It can be a challenge to keep going when no one truly knows what you are dealing with as one person who has to provide for many others. You must remember your vision when you are faced with these tough times, and keep pushing forward despite what you are dealing with.

Lean Tip #2258 - Transform Your Methods When Necessary
Do not be stubborn when your strategy is not working. Know when to pivot and try something different. If you try to push your methods through that are not working, you are hurting both you and your team. Great leaders understand that sometimes you have to try something different from the initial plan in order to produce the successful results.

Lean Tip #2259 – Leaders Learn From Mistakes
Mistakes are opportunities to learn how to lead and operate better. If you are making the same mistakes over and over again, that means you are not learning from them. After a mistake is made, find out why it occurred so that you can know how to avoid making it again when the same situations come back around.

Lean Tip #2260 – Leaders are Accountable
A leader holds themselves accountable for their own actions. This helps their team know what is expected of themselves. When you operate with high standards, your team knows they have to follow your example or risk being seeing as incompetent, which would lead to their dismissal from your team. If you operate without standards, you will find that you have a team who has no discipline or values.

Lean Tip #2261 - Get Out of Your Office.
Come in early to get your work done while things are peaceful. Then, when everyone else arrives, get out of your office and connect with people. It's an efficient way to balance the demands of a leadership role, and people feel good about their team when they can see a leader not only working hard but also being available and accessible. It's a win-win.

Lean Tip #2262 - Encourage Employee Contributions. 
Some of the best ideas can come from employees. They interact with clients and customers every day and have an intimate knowledge of how well practices and procedures are working. Hear them out about ways to make improvements. Make changes that will improve their ability to do their job.

Lean Tip #2263 - Lead by Action and Example
An effective leader never orders anyone to do anything he wouldn’t be willing to do himself. If you’re going to expect certain things of your followers, then it’s imperative that you lead by action and example. You don’t actually have to do everything on your own, but if you occasionally reach down and contribute to mundane tasks and entry-level work, you’ll gain the respect of your employees and possibly even learn a thing or two in the process.

Lean Tip #2264 - Motivate Others
A good leader motivates others. There are many different types of leadership styles-driven, supportive, energetic and low-key, among others. Whatever their management style, good leaders find creative ways to motivate their team members.

One way to motivate people for the long-term is to set up data-driven systems that allow team members to excel in their performance. The right systems help staff members to operate at their maximum potential.

Lean Tip #2265 - Promote Excellence
You should have high expectations and challenge your team to reach their potential. Think about your own experience. Have you ever been to a course or seminar when the teacher or speaker really motivated you? You knew that when you walked out of that program that you were going to be a little bit better in some way. A spark had been ignited, and you were ready to raise the bar on your performance. As the practice leader, you have to provide that spark.

Provide small and large challenges for your team. This allows those individuals to think through problems, grow and mature, and begin to excel in their jobs. Your team will be better for it-and so will your practice.

Lean Quote: Art of Communication is Language of Leadership

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"The art of communication is the language of leadership." — James Humes

When you’re leading a group of people, communication is everything.

When it comes to working together, communication is the most important skill that any leader can have.

Communication is the key aspect that brings your message to the masses and allows an organization to move towards a shared vision. 

Having a vision that drives us towards building a company is one thing. The other is the ability to communicate with your employees. There are tons of reasons why leaders should do it.

For example, if leaders want their employees to be engaged, they need to find a way to build a relationship that will allow them to share their vision, so employees can execute it.

Without it, there are just employees who work and leaders who want to conquer the world. Nobody wants that, so if you’re a leader, find a common language with your workers and practice it on a daily basis.

It’s simple. When you talk, you just repeat what you already know. When you listen, you might learn something new.

Without good communication skills, your leadership is void.

4 Ways to Improve Your Idea System

The pitfalls of an ill-conceived employee suggestion program are multiple, legendary and most frequently - avoidable. With organizational commitment, clarity and ongoing communication employee engagement can positively impact your bottom line and your employee motivation and enthusiasm.

Many organizations want to harness the ideas for improvement that naturally exist in their employees. Suggestion boxes are a common, but ineffective, way to engage employees in continuous improvement. They’re usually implemented with the best of intentions by managers who genuinely want to hear their employees’ improvement ideas, but the boxes fail to produce the desired engagement.

If you want to improve your idea contributions, here are some tips I’ve used and found success with over the years for creating an effective suggestion idea system:

1.     Make it easy to contribute ideas

Employees won’t be enthusiastic about contributing their best ideas if it is cumbersome or time consuming to do so. Develop a simple form that includes the problem, the idea and if the employee can implement it on their own. A simple bulletin board can be used to indicate idea status including columns for Submitted, In Process, and Complete ideas. Encourage employees to submit small ideas that can be implemented quickly by them versus large changes that require external resources such as engineering, IT, and facilities.

2.     Make ideas visible.

Make your idea system public so participation (or lack thereof) is visible to all. And so the ideas themselves are visible to all. Things that are visible are easier to manage. Employees want their ideas to be seriously considered and further implemented. If you’re like most people, you won’t go out of your way to submit ideas that likely won’t be followed up on anyway.

3.     Reward and recognize participation

A great way to increase employee engagement in continuous improvement is to recognize people for their involvement. Employee recognition doesn’t need to be anything big or fancy - a pat on the back or a high five is enough to encourage the participating employee and promote the engagement of others. Announcing the impact and recognizing the person who made the improvement encourages others to get involved, and sharing new best practices expands the reach of each idea.

4.     Measure the process, not the results

Measure process effectiveness not individual ideas. Don’t waste time evaluating the impact of individual ideas. The compounding impact of ideas will generate far greater results then an individual idea. Consider measures like 100% participation, ideas per person, days to implement, and number of submitted, in process and completed ideas.

To truly realize improvement, you need both creativity (idea generation) and action (follow through). Whether they speak up or not, you can be sure that your employees are thinking about ways that business processes could be improved every day. The best way to spread continuous improvement in an organization is to broadcast improvements. A idea system is a great way to capture those ideas.

5 Ways to Improve Your Kaizens

The goals of continuous improvement are simple: 1) make things easier 2) better 3) faster and 4) cheaper. Kaizen is the ongoing, systematic, incremental improvement in the way things are done. It is a relentless attempt to eliminate the unnecessary activities, delay, waste, and variation of business processes that add cost without adding value.

Kaizen is a mindset and practice that encourage reflection, teamwork, standardization, mastery of the process, experimentation to find better ways, comparison to baseline accomplishments, incremental and ever-evolving change, and the ongoing improvement of results. It asks the simple question, “How can I do this better?”

If you’re in a leadership position, here are some tips I’ve used and found success with over the years that can make your kaizens more effective:

1. Empower Your Employees

Employees who are closest to the problems on your shop floor are the best-equipped to solve them. They are your greatest assets in your kaizen efforts, so give them the support they need to implement improvements. Developing your team’s abilities through training and support should be as much a part of your continuous improvement program as making improvements to manufacturing processes.

Additionally, engaging team members to identify problems and suggest improvements in their work areas encourages a sense of ownership over their work, which can improve overall motivation, morale, and productivity.

2. Make Changes Happen

Kaizen is not “brainstorming” but it is “trystorming”. Changes have to be implemented. People get used to ways they perform work. It is necessary to convince them that new methods will be better. Increase their motivation, involve them into process of changes, allow "trystorming" (enable workers to try new ways without consequences).

Remember to use your wits, instead of reaching for your wallet – and try to think outside the box! Often, a bit of innovative thinking can go a long way and doesn’t require additional investments.

3. Focus on Small Changes

Approach change in small, incremental steps; if you improve by just 1% every day for a year, you’ll be 37 times better than when you started. Test and implement small changes. This increases the speed to improvement and reduces the pressures and risks of implementing a major change.

To this end, focus your improvements on solving the root causes of issues. This allows employees to catch and contain small issues before they become larger and costlier to eliminate, and it prevents the same problems from reoccurring.

  

4. Document Your Process and Performance Before and After Improvements Have Been Implemented.

In kaizen, it’s important to “speak with data and manage with facts.” In order to evaluate improvements objectively, existing procedures must be standardized and documented. Mapping the process’s initial state can help you identify wastes and areas for improvement and provide a benchmark for improvement.

Measuring performance against existing benchmarks allows you to demonstrate gains from your kaizen efforts and keep the company aligned around improvement. It also allows you to identify areas where your efforts are working–or not–so you can make strategic decisions about future improvements.

In order to measure performance objectively, you should identify metrics that quantify improvements. These may include metrics revolving around quality, cost, resource utilization, customer satisfaction, space utilization, staff efficiency, and other KPIs.

5. Enforce Improvements

It’s easy for employees to regress to their old ways. Enforcing the changes you’ve made to your processes is important for the improvements you’ve made to last, and it’s key to sustaining continuous improvement in the long term.

In order for improvements to last, they must be standardized and repeatable. Standardizing work is crucial to kaizen because it creates a baseline for improvement. When you make improvements to a process, it’s essential to document the new standard work in order to sustain the improvements and create a new baseline. Standard work also reduces variability in processes and promotes discipline, which is essential for continuous improvement efforts to take root.

Successful kaizen efforts can result in benefits such as increased productivity, improved quality, better safety, lower costs, and improved customer satisfaction. Kaizen can also lead to benefits in a company’s culture, including improved communication among employees, improved morale and employee satisfaction, and an increased sense of ownership in the company among employees.

Lean Quote: Art of Communication is the Language of Leadership

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"The art of communication is the language of leadership." — James Humes

When you’re leading a group of people, communication is everything.

When it comes to working together, communication is the most important skill that any leader can have.

Communication is the key aspect that brings your message to the masses and allows an organization to move towards a shared vision. 

Having a vision that drives us towards building a company is one thing. The other is the ability to communicate with your employees. There are tons of reasons why leaders should do it.

For example, if leaders want their employees to be engaged, they need to find a way to build a relationship that will allow them to share their vision, so employees can execute it.
Without it, there are just employees who work and leaders who want to conquer the world. Nobody wants that, so if you’re a leader, find a common language with your workers and practice it on a daily basis.

It’s simple. When you talk, you just repeat what you already know. When you listen, you might learn something new.

Without good communication skills, your leadership is void.

Guest Post: 6 Key Traits of a Lean Successful Leader

In many organizations, the leader is nothing more than a job position… it’s actually the business owner or manager. In practice, however, the manager is not necessarily a leader of that organization. They may handle more paperwork than others, make hiring decisions, and attend more meetings. A leader, however, is much more than that.

This is someone with strong personality. A true leader follows the Lean principles of respect for others, continuous personal improvement, inspiring teams to improve their practices, and focus on providing value for the customers.

In theory, it all sounds pretty simple. But what’s a Lean leader really like?

We’ll list the six character traits that make a big difference.

1.     Humility

What?

You probably didn’t expect this to see in a list of a leader’s character traits… so seeing it at the top of the list is really surprising.

Let’s start by saying that humility is underestimated. There’s no rule that leaders should be aggressive, pushy, and in the center of attention all the time. In fact, that’s what Lean leaders should not be.

This is a person who is aware of their own actions. They practice self-reflection. They evaluate their own flaws and weaknesses, which is a rather introverted character trait. This doesn’t mean that the leader shouldn’t be communicative. It just means that they are aware of their own worth, but are not imposing their influence on anyone. They respect everyone, and that’s exactly what drives people around them. 

2.     Leading by Example

Lean leaders are teachers. But this is not the type of teacher who hands out textbooks and expects people to “study” what’s in them. They want the people in the organization to learn, and they inspire them to do that by setting an example.

This is someone who will join all training sessions and learn together with the employees. And when it comes to teaching, they can still make great presentations and write clear guidelines. However, the leader always participates in the process of continuous improvement.

3.     Growth Mindset

“We’ve always been doing things this way. It has worked for us so far, so it has to keep working. Something else is the problem.”

That’s the fixed mindset. Some managers are used to the organization’s lasting practices, and they resist any suggestions for changes.

That’s not who the Lean leader is.

This is someone who will analyze a problem from different aspects and test various solutions until they find something that really works. They encourage all members of their team to suggest ideas, driven by their creativity and passion.

4.     A Strive for Perfection

We’re not using “perfectionism” as a term, since it has a rather negative connotation. A Lean leader strives for perfection, knowing that it can never be achieved. This doesn’t turn them into a frustrated individual, though. It doesn’t turn them into someone who is always unhappy with someone else’s or their own performance.

The Lean leader recognizes growth, but is also aware of the space for continuous improvement. They believe that everything can be done better as long as they keep up with the good work.

5.     Self-Confidence

The leader has an authority to make decision. Even if they aren’t in a position of authority (the leader doesn’t have to be a business owner or a manager), they still make decisions on a daily basis. These actions make a profound impact on the future of the organization.

A leader is aware of that responsibility. They consult team members on important decisions, but they always come forward with self-confidence. They have a responsibility to convince the team that they are going towards the right goal, implementing the right methods.

Self-confidence is defined as belief in “one’s personal judgment, ability, power, etc.” It’s an inner state that defines how one feels and thinks about their own actions. A leader may not be born with impressive self-confidence. However, they are willing to develop that state through learning and practice. When they know enough and they have enough experience, they believe in themselves. When that state is achieved, the team believes in the leader, too.

6.     Respect

Out of all personal traits on our list, this is the one that makes the most important impression on a leader’s followers. They treat everyone, from employees to customers to stakeholders, with utmost respect. Each action they take is characterized with respect towards other people.

As a practical example, you won’t see a Lean leader using Twitter in an offensive manner. They will still show their humorous side, but they will never do it at the expense of offending someone. Whenever they criticize something or someone, they are doing it with facts and arguments. They always acknowledge the good things and indicate the flaws in a respectful way. They always push other people towards growth, but they do it through encouragement and support.

What’s a Successful Lean Leader, Exactly?

A great Lean leader is more than a manager. This is a strategist, coach, mentor, and worker. All at the same time. Their main focus is continuous improvement. By working on their own improvement, they reflect those values in the organization and in the team of people who choose to follow them.  

About the Author:

Becky Holton is a real expert in education. She has been working as a writer for 7 years at College Paper, a-writer.com, Essay Writing Land. She is a successful blogger who writes about education technologies, assignment writing  tips at bestessaytips.com.She likes new discoveries, art architecture and reading literature. She enjoys her work and she wants to share her knowledge with others. Find her Twitter.