| daily visual management board: Visual Controls Chris A. Ortiz, 2018-06-28 An effective visual communication system can help manufacturing employees eliminate significant waste from daily tasks. From work-zone color coding to posted metrics, visual controls clarify and simplify the path to enhanced processes and profits. Leaving little to chance, Visual Controls: Applying Visual Management to the Factory provides a detail |
| daily visual management board: The Lean Builder: A Builder's Guide to Applying Lean Tools in the Field Joe Donarumo, Keyan Zandy, 2019-08-16 Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The Eight Wastes Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete |
| daily visual management board: Seeing is Believing Stewart Liff, Pamela Ashley Posey, 2004 Annotation. |
| daily visual management board: The Lean Manager Freddy Ballé, Michael Ballé, 2011-09-15 In this groundbreaking sequel to The Gold Mine, authors Michael and Freddy Ballé present a compelling story that teaches readers the most important lean lesson of all: how to transform themselves and their workers through the discipline of learning the lean system. The Lean Manager: A Novel of Lean Transformation reveals how individuals can go beyond the short-term gains from tools, and realize a deeper, sustainable path of improvement. Full of human moments that capture the excitement and drama of lean implementation, as well as clear explanations of how tools and systems go hand-in-hand, this book will teach and inspire every person working to make lean a reality in their organization today. This book will help you learn both the how of doing lean, as well as the why behind the tools, enabling you to become lean. Lean is the most important business model for competitive success today. Yet companies still struggle to sustain enduring and deep-rooted business success from their lean implementation efforts. The most important problem for these companies is becoming lean: how can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation? The Lean Manager: A Novel of Lean Transformation, by lean experts Michael and Freddy Ballé, addresses this critical problem. As we move from what Jim Womack, author, lean management authority, and LEI founder, calls “the era of lean tools to the era of lean management,” The Lean Manager gives companies a definitive guide for sustaining their ability to learn and improve operations and financial performance, while continually developing people. “The only way to become and stay lean is to produce lean managers,” says Womack. “Every isolated effort will recede—or fail—unless companies learn to use the lean process as a way of developing individual problem-solvers with the ownership, initiative, and know-how to solve problems, learn, and ultimately coach new individuals in this discipline. That’s why this book matters so much.” The Lean Manager, the sequel to the Ballé’s international bestselling business novel The Gold Mine, tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of The Gold Mine), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant’s operations, to foster a lean attitude that sustains continuous improvement. Where The Gold Mine shows you how to introduce a complete lean system, The Lean Manager demonstrates how to sustain it. Ward moves beyond fluency with tools to changing his behavior as a manager and leader. He shifts from giving orders and answers to asking the right questions so people identify and address problems. He learns how to use tools to unleash the creativity and motivation of people, so they learn how to solve problems as well as coach and teach others to solve problems. Ward learns how to create lean managers. “I am excited and have hopes that this book will enlighten readers about what it really means to live a business transformation that puts customers first and does this through developing people,” said Jeffrey Liker, author of The Toyota Way and professor of Industrial and Operations Engineering at the University of Michigan. “People who do the work have to improve the work. There are tools, but they are not tools for ‘improving the process.’ They are tools for making problems visible and for helping people think about how to solve those problems.” |
| daily visual management board: Creating a Lean Culture David Mann, 2017-07-27 Winner of a Shingo Research and Professional Publication AwardThe new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the o |
| daily visual management board: Kamishibai Boards Joseph Niederstadt, 2018-04-16 Part of the Toyota Production System, Kamishibai boards are simple and flexible visual controls for performing audits within a manufacturing process. When used properly, they are powerful tools for performing, managing, and auditing tasks of specific duties. Kamishibai Boards: A Lean Visual Management System That Supports Layered Audits explains how to use this visual management system to identify normal conditions versus abnormal conditions in your organization. Filled with easy-to-follow instructions that require minimal training, it outlines a layered audit system for sustaining continuous improvement that can be applied to any organization in any industry. The book includes downloadable resources with master forms you can use to create your own daily, weekly, or monthly Kamishibai cards for any subject. The downloadable resources also include electronic copies of all examples in the book. Helping you focus on resolving abnormal situations, the book supplies the understanding required to make problems, abnormalities, and variations from the standard visible so corrective actions can be made right away—so you can spend more of your valuable time on achieving sustainable improvement. |
| daily visual management board: Building the Fit Organization: Six Core Principles for Making Your Company Stronger, Faster, and More Competitive Daniel Markovitz, 2015-10-22 Winner of The Shingo Research and Professional Publication Award! Everyone knows that in order to reach optimum levels of health, you have to exercise—and that you have to keep at it, day after day after day. No big secret here. It’s the same with process improvement, and, specifically, lean processes. Everything there is to know about Lean has been revealed. Countless books, articles, and seminars provide business leaders all the information they need to understand how lean works and how effective it can be when fully implemented. Again, not a secret. Why, then, do companies invariably fail in their pursuit of operational excellence? The same reason people fail to trim fat through exercise. They don’t do it. They try to squeeze it into their schedule; they don’t make it part of their schedule. And, inevitably, it becomes less of a priority. In the same vein, too many business leaders see process improvement as a project, something separate from the more “pressing” goals of profits and growth. That’s where they go wrong. And that’s where Building the Fit Organization comes in. In this practical, hands-on guide Markovitz walks you step by step through the process of making lean as intrinsic to your company as the pursuit of profits. You will learn how to make an unshakeable commitment to increasing the value provided by doing the right work in the right way with continuous monitoring of processes and structured coaching for everyone. You don’t need another book about lean. What you need to learn is how to make process improvement your company’s purpose. Like a serious athlete, you’re warmed up. You know what lean is and how it can help your organization. Now it’s time to perform. Building the Fit Organization is the next step to creating a company that can compete on the toughest of playing fields. |
| daily visual management board: Welcome Problems, Find Success Kiyoshi "Nate" Furuta, 2021-09-02 In this book, author Nate Furuta, former chair and CEO of Toyota Boshoku America Inc., shares the story of his decades of experience directly leading the establishment of Toyota cultures outside Japan. Furuta was the first Toyota employee on the ground at New United Motor Manufacturing Inc. (NUMMI), Toyota’s joint venture in California with General Motors, where he directly led the establishment of the most revolutionary labor-management agreement in the history of the US auto industry. In addition, Furuta was the first Toyota employee on the ground in Georgetown Kentucky at Toyota’s first full-scale, wholly owned manufacturing operation outside Japan, where he led (working directly with President Fujio Cho) the establishment of Toyota’s general management systems and culture there. This book tells the stories of establishing successful operations in those two iconic organizations as well as others. Furuta reveals details, both stories and process descriptions that only he can tell. He takes you along as he and others lead Toyota’s intense globalization from the early 1980s to recent days. He introduces you to the critical leaders in Toyota's history, such as Taiichi Ohno and Fujio Cho as well as Kenzo Tamai, the head of the company’s HRM function in the 1980s. This book is not about human-resource management (HRM) policies and procedures. It provides a deep dive into the way senior leaders embody deep awareness of HRM matters, developing and executing company strategy while at the same time developing organizational capability. The role of senior leaders isn’t just a matter of directing the company to achieve objectives; it is a matter of building the capability to achieve those objectives, consistently, and further developing capability as it executes. Key to this is to develop the awareness, attitude, capability, and practice of identifying problems as progress is made toward achieving objectives, which is, in fact, attained through steadily eliminating each problem as it arises. This becomes a self-reinforcing loop of the organization, tapping in to the essence of solving problems while simultaneously developing ever better problem-solving skills and better problem solvers. This loop propels an organization toward meeting its purpose while developing capability for capability development. Essentially, this book reveals Toyota’s general management systems from the firsthand experience of a Toyota Japanese senior manager and describes, with stories and process examples, the attitude, behaviors, and systems needed to successfully establish and lead in a true Lean business environment. |
| daily visual management board: Beyond Heroes Kim Barnas, 2014-04-29 Hospitals have long relied on the heroics of one brilliant nurse or doctor to save the day. Such heroics often result in temporary workarounds and quick fixes that leave not only patients and quality care at risk, but also increase costs. This is the story of an organization breaking that habit. Like a growing number of healthcare organizations around the world, ThedaCare, Inc. has been using lean thinking and the principles of the Toyota Production System to improve quality of care, reduce waste, and become more reliable. But lean thinking was incompatible with ThedaCare’s old top-down, hero-based system of management. Kim Barnas, former SVP of ThedaCare, shows us how she and her team created a management system that is stable and lean, to spur continuous improvement. Beyond Heroes shows the reader, step by step, how ThedaCare teams developed the system, using the stories of its doctors, nurses and administrators to illustrate. The book explores each of the eight essential components of the lean system, from front-line problem solving with the scientific method to daily team huddles and creating standard work for leaders all the way to the top of an organization. Finally, the author introduces four executives from healthcare systems across North America who have implemented ThedaCare’s system and share the lessons they learned along the way. Beyond Heroes is not just a call to action or an argument for a better healthcare system. It is a necessary roadmap through the rocky terrain ahead, one that healthcare leaders can customize to their special needs. |
| daily visual management board: Making Work Visible Dominica DeGrandis, 2017-10-03 Information Technology time management expert Dominica DeGrandis, the reveals the real crime of the century--time theft, one of the most costly factors impacting enterprises in their day-to-day operations. The solution to preventing these value stream delays? Make the work visible. In this timely book (title not final), solutions and preventative measures are illustrated and methodologies outlined for immediate application into daily work. |
| daily visual management board: The Power of Process Matthew Zayko, Eric Ethington, 2021-10-28 Lean Process Creation teaches the specific frames—the 6CON model—to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment—whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint—connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional—the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study. |
| daily visual management board: The Gold Mine Michael Ballé, 2010-01-12 Mike Woods urges his retired father into helping out a friend's failing company. But for Bob Woods, another struggle to introduce lean manufacturing quickly rehashes production battles that he's long since fought. And not even the senior Woods, son Mike, or friend Phil and his colleagues really grasp what's in store for them.--Cover. |
| daily visual management board: Lean Hospitals Mark Graban, 2016-06-30 Organizations around the world are using Lean to redesign care and improve processes in a way that achieves and sustains meaningful results for patients, staff, physicians, and health systems. Lean Hospitals, Third Edition explains how to use the Lean methodology and mindsets to improve safety, quality, access, and morale while reducing costs, increasing capacity, and strengthening the long-term bottom line. This updated edition of a Shingo Research Award recipient begins with an overview of Lean methods. It explains how Lean practices can help reduce various frustrations for caregivers, prevent delays and harm for patients, and improve the long-term health of your organization. The second edition of this book presented new material on identifying waste, A3 problem solving, engaging employees in continuous improvement, and strategy deployment. This third edition adds new sections on structured Lean problem solving methods (including Toyota Kata), Lean Design, and other topics. Additional examples, case studies, and explanations are also included throughout the book. Mark Graban is also the co-author, with Joe Swartz, of the book Healthcare Kaizen: Engaging Frontline Staff in Sustainable Continuous Improvements, which is also a Shingo Research Award recipient. Mark and Joe also wrote The Executive’s Guide to Healthcare Kaizen. |
| daily visual management board: Lean Daily Management for Healthcare Brad White, 2016-08-19 You likely don’t need any more tools, programs, or workshops to improve your hospital. What you need is a simple and consistent approach to manage problem-solving. Filling this need, this book presents a Lean management system that can help break down barriers between staff, directors, and administration and empower front-line staff to resolve their own problems. Lean Daily Management for Healthcare: A Strategic Guide to Implementing Lean for Hospital Leaders provides practical, step-by-step guidance on how to roll out Lean daily management in a hospital setting. Ideal for leaders that may feel lost in the transition process, the book supplies a roadmap to help you identify where your hospital currently is in its Lean process, where it’s headed, and how your role will change as you evolve into a Lean leader. Illustrating the entire process of implementing Lean daily management, the book breaks down the cultural progression of units into discreet, objectively measurable phases. It identifies what leaders at all levels of the organization must do to progress units into the next phase of development. Complete with case studies from different service areas in the hospital, the book explains how to link problem-solving boards together to achieve meaningful and measurable improvements in: the emergency department, the operating room, discharge times, clinics, quality, and patient satisfaction. After reading this book you will understand how consistent rounding, a few whiteboards, pen-and-paper data, and a focused effort on working the Plan-Do-Study-Act cycle can help you build a common problem-solving bench strength throughout your organization—establishing the framework upon which future improvement can be built. |
| daily visual management board: The Toyota Way of Dantotsu Radical Quality Improvement Sadao Nomura, 2021-06-11 In this book, author Sadao Nomura taps into his decades of experience leading and advising Toyota operations in a wide variety of operations to tell the story of radical improvement at Toyota Logistics & Forklift (TL&F). This book tells in great detail what the author did with TL&F, how they did it, and the dramatic results that ensued. TL&F has long been a global leader in its industry. TL&F is part of Toyota Industries Corporation, which was founded by Toyota Group founder Sakichi Toyoda almost 100 years ago. Sakichi Toyoda is legendary in the Lean community as the originator of the all-important JIDOKA pillar of TPS, which ensures 1) built-in quality and 2) respect for people through ensuring that technology works for people rather than the other way around. Although TL&F seemed to be performing well, insiders knew that, as the founding company of the Toyota group, it needed to do better, especially in the quality performance of its global subsidiary operations. But improvement would not be easy in a company that already prided itself in its history as an exemplar in providing highest quality products and services. In 2006, TL&F requested assistance from Sadao Nomura. The initial request was for Mr. Nomura to support quality improvement in three global operations that had become part of TL&F through acquisition: US, Sweden, and France. Improvement was expected at these affiliates, but the dramatic nature of the improvement was not. Further, the improvement activities were so powerful that they were also instituted at the parent operations in Japan. Over a period of almost ten years, the company with the name most associated with product quality experienced quality improvement unparalleled in its history. Dantotsu means extreme, radical, or unparalleled. |
| daily visual management board: Lean from the Trenches Henrik Kniberg, 2011-12-14 You know the Agile and Lean development buzzwords, you've read the books. But when systems need a serious overhaul, you need to see how it works in real life, with real situations and people. Lean from the Trenches is all about actual practice. Every key point is illustrated with a photo or diagram, and anecdotes bring you inside the project as you discover why and how one organization modernized its workplace in record time. Lean from the Trenches is all about actual practice. Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily cocktail party, version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. You'll be ready to jump into the trenches and streamline your own development process. |
| daily visual management board: The Daily 5 Gail Boushey, Joan Moser, 2014 The Daily 5, Second Edition retains the core literacy components that made the first edition one of the most widely read books in education and enhances these practices based on years of further experience in classrooms and compelling new brain research. The Daily 5 provides a way for any teacher to structure literacy (and now math) time to increase student independence and allow for individualized attention in small groups and one-on-one. Teachers and schools implementing the Daily 5 will do the following: Spend less time on classroom management and more time teaching Help students develop independence, stamina, and accountability Provide students with abundant time for practicing reading, writing, and math Increase the time teachers spend with students one-on-one and in small groups Improve schoolwide achievement and success in literacy and math. The Daily 5, Second Edition gives teachers everything they need to launch and sustain the Daily 5, including materials and setup, model behaviors, detailed lesson plans, specific tips for implementing each component, and solutions to common challenges. By following this simple and proven structure, teachers can move from a harried classroom toward one that hums with productive and engaged learners. What's new in the second edition: Detailed launch plans for the first three weeks Full color photos, figures, and charts Increased flexibility regarding when and how to introduce each Daily 5 choice New chapter on differentiating instruction by age and stamina Ideas about how to integrate the Daily 5 with the CAFE assessment system New chapter on the Math Daily 3 structure |
| daily visual management board: Visual Collaboration Ole Qvist-Sorensen, Loa Baastrup, 2019-11-19 Have you ever felt stuck with methods, tools and skills that do not match the increasing complexity you are part of? Would you like to work in new ways that strengthen thinking, communication and collaboration? Visual Collaboration introduces a new and innovative way of working and collaborating that will help you successfully manage complexity for yourself, your team, and your entire organization. The method of this book unlocks any teams ability to collaborate in complex projects and processes. By using a systematic and proven approach to drawing and visualizing. Visual Collaboration is a unique visual business book that will enable you to develop visual languages to fit any scenario, create engaging and powerful questions to assist your visual process design and turn a white canvas into a visual template that can improve any meeting, project, or process. The core of the book - a practical and easy-to-follow method - THE FIVE BUILDING BLOCKS will most likely become your preferred way of working. The method is supported by plentiful examples, 4-color drawing, chapter summaries, and clearly defined learning objectives. Enjoyable and powerful, this book will help you: Use visualization as a tool to explore opportunities and challenges Translate complex concepts into easy-to-understand actions Engage employees and team members with effective strategic processes Incorporate drawing into your strategic organizational toolbox to strengthen communication and collaboration Develop and apply powerful visual literacy skills The authors, internationally-recognized experts in strategy communication and visual facilitation, have helped incorporate visual collaboration into more than 500 organizations such as LEGO, IKEA, the Red Cross, the United Nations, and many others. This book is the must-have resource for you to follow their example. |
| daily visual management board: Visual Teams David Sibbet, 2011-09-23 Graphic tools and visual solutions for team building and development Visual Teams uses visual tools and methods to help teams—both face-to-face and virtual—reach high performance in today's work environment. As teams become more and more global and distributed, visualization provides an important channel of communication—one that opens up the group's mind to improving work systems and processes by understanding relationships, interconnections, and big picture contexts. Visual Teams shares best practices and uses visualization as a power tool for process improvement by providing teams with a common language for high performance. The book: Explores how any kind of team can draw on the principles and practices of creative design teams in the software, architectural, engineering, and information design professions Introduces the Drexler/Sibbet Team PerformanceTM Model and related tools—a system used throughout companies such as Nike, Genentech, Becton Dickinson, Chevron, and others Visual Teams presents a comprehensive framework, best practices, and unique visual tools for becoming an innovative, high-performance team. |
| daily visual management board: Personal Kanban Jim Benson, Tonianne DeMaria Barry, 2011 Productivity books focus on doing more. Jim and Tonianne want you to focus on doing better ... Personal Kanban takes the same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work, and limit our work-in-progress.--Back cover. |
| daily visual management board: Visual Workplace, Visual Thinking Gwendolyn D. Galsworth, 2005 |
| daily visual management board: The Visual Factory Michel Greif, 2017-12-01 If you're aware of the tremendous improvements achieved in productivity and quality as a result of employee involvement, then you'll appreciate the great value of creating a visual factory. This book explains why conventional work areas, where fragmented information flows from top to bottom, must be replaced by the visual workplace, where information flows in every direction. It details how visual management can make the factory a place where workers and supervisors freely communicate so that every employee can take improvement action. The author's year-long worldwide research resulted in an abundance of practical recommendations. The communication techniques he suggests will: Foster cohesion within groups of employees. Turn fault-based into fact based communication. Overcome such problems as absenteeism and high defect rates. Stimulate an unending flow of suggestions from employees. A valuable resource for plant, operations, and human relations managers, this text discusses how successful companies develop meeting and communication areas, communicate work standard production controls such as kanban, and make goals and progress visible. Over 200 diagrams and photos illustrate the numerous visual techniques discussed. |
| daily visual management board: Pride and a Daily Marathon Jonathan Cole, Ian Waterman, 1995-07-11 At the age of 19, Ian Waterman was suddenly struck down at work by a rare neurological illness that deprived him of all sensation below the neck. He fell on the floor in a heap, unable to stand or control his limbs, having lost the sense of joint position and proprioception, of that sixth sense of his body in space, which we all take for granted. After months in a neurological ward he was judged incurable and condemned to a life of wheelchair dependence. This is the first U.S. publication of a remarkable book by his physician, Jonathan Cole. It tells the compelling story, including a clear clinical description of a rare condition, of how Waterman reclaimed a life of full mobility against all expectations, by mental effort and sheer courage. Cole describes how Waterman gradually adapted to his strange condition. As the doctors had predicted, there was no neurological recovery. He had to monitor every movement by sight to work out where his limbs were, since he had no feedback from his peripheral nerves. But with astonishing persistence Waterman developed elaborate tricks and strategies to control his movements, enabling him to cope not only with the day-to-day problems of living, but even with the challenges of work, love, and marriage. |
| daily visual management board: Managing to Learn John Shook, 2008 The process by which a company identifies, frames, acts and reviews progress on problems, projects and proposals can be found in the structure of the A3 process ... follow the story of a manager ... and his report ... which will reveal how the A3 can be used as a management process to create a standard method for innovating, planning, problem-solving, and building structures for a broader and deeper form of thinking - a practical and repeatable approach to organizational learning--Publisher's description. |
| daily visual management board: Management Lessons from Taiichi Ohno: What Every Leader Can Learn from the Man who Invented the Toyota Production System Takehiko Harada, 2015-06-05 The 15 most powerful practices of the legendary Taiichi Ohno you can use to drive breakthrough productivity improvements in your company Having spent 40 years working at the side of Taichii Ohno at Toyota, Takehiko Harada recounts his experiences transforming operations as we know them. In Management Lessons from Taichii Ohno, Harada explains, “Good Kaizen makes an environment where work is meaningful. To create a workplace like this, it is crucial to train people in the management of a lean organization.” The book provides managers and executives with the tools they need to implement TPS/Lean within their organization. |
| daily visual management board: Ask a Manager Alison Green, 2018-05-01 From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together |
| daily visual management board: At Your Best Carey Nieuwhof, 2021-09-14 “A perceptive and practical book about why our calendars so rarely reflect our priorities and what we can do to regain control.”—ADAM GRANT “Carey’s book will help you reorganize your life. And then you can share a copy with someone you care about.”—SETH GODIN You deserve to stop living at an unsustainable pace. An influential podcaster and thought leader shows you how. Overwhelmed. Overcommitted. Overworked. That’s the false script an inordinate number of people adopt to be successful. Does this sound familiar: ● Slammed is normal. ● Distractions are everywhere. ● Life gets reduced to going through the motions. Tired of living that way? At Your Best gives you the strategies you need to win at work and at home by living in a way today that will help you thrive tomorrow. Influential podcast host and thought leader Carey Nieuwhof understands the challenges of constant pressure. After a season of burnout almost took him out, he discovered how to get time, energy, and priorities working in his favor. This approach freed up more than one thousand productive hours a year for him and can do the same for you. At Your Best will help you ● replace chronic exhaustion with deep productivity ● break the pattern of overpromising and never accomplishing enough ● clarify what matters most by restructuring your day ● master the art of saying no, without losing friends or influence ● discover why vacations and sabbaticals don’t really solve your problems ● develop a personalized plan to recapture each day so you can break free from the trap of endless to-dos Start thriving at work and at home as you discover how to be at your best. |
| daily visual management board: The Power Of Positive Deviance Richard Pascale, Sternin Jerry Sternin Monique, 2010-06 Think of the toughest problems in your organization or community. What if they'd already been solved and you didn't even know it? In The Power of Positive Deviance, the authors present a counterintuitive new approach to problem-solving. Their advice? Leverage positive deviants--the few individuals in a group who find unique ways to look at, and overcome, seemingly insoluble difficulties. By seeing solutions where others don't, positive deviants spread and sustain needed change. With vivid, firsthand stories of how positive deviance has alleviated some of the world's toughest problems (malnutrition in Vietnam, staph infections in hospitals), the authors illuminate its core practices, including: · Mobilizing communities to discover invisible solutions in their midst · Using innovative designs to act your way into a new way of thinking instead of thinking your way into a new way of acting · Confounding the organizational immune response seeking to sustain the status quo Inspiring and insightful, The Power of Positive Deviance unveils a potent new way to tackle the thorniest challenges in your own company and community. Richard Pascale is an associate fellow of Templeton College, Oxford University, and author or coauthor of numerous books, including Managing on the Edge, Surfing the Edge of Chaos, and The Art of Japanese Management. Jerry Sternin was the world's leading expert in the application of positive deviance as a tool for addressing social and behavioral change. Monique Sternin has been an equal partner in these efforts and now heads the Positive Deviance Institute at Tufts University |
| daily visual management board: Management Rewired Charles S. Jacobs, 2009 The founder of the Amherst Consulting Group and managing partner of One Eighty Partners turns current management theory on its head, arguing that organizations that are able to apply brain science to their businesses will overtake the competition and enhance performance at every level. He demonstrates how relying on emotions--rather than logic--leads to better business decisions. |
| daily visual management board: This is Lean Niklas Modig, Pär Åhlström, 2012 This book is relevant to any kind of business and is currently being used by a number of multi-national companies, including AstraZeneca, Ericsson, Scania and Volvo. |
| daily visual management board: A Factory of One Daniel Markovitz, 2011-12-13 Most business readers have heard of the Lean principles developed for factories—a set of tools and ideas that have enabled companies to dramatically boost quality by reducing waste and errors—producing more while using less. Yet until now, few have recognized how relevant these powerful ideas are to individuals and their daily work. Every person at a desk, drafting table, workstation, or operating table must (like a factory) deal with the challenge of reducing the waste that creeps into their work. The same Lean principles that have improved efficiencies on the factory floor can be just as powerful—in fact, far more so—in helping individuals boost personal performance. Winner of a 2013 Shingo Research and Professional Publication Award! A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance describes how you can foster a new mindset and improve your performance by applying Lean methods to your work. It translates powerful Lean tools such as visual management, flow, pull, 5S, and kaizen to your daily work, revealing how they can help to improve efficiency, reduce waste, and link you ever more closely to customer value. This practice will help you develop better self-awareness, more disciplined problem-solving skills, and the ability to self-correct errors. This book not only provides the tools, but also teaches you how to find the root causes underlying your inefficiencies so you can eliminate them permanently. It will enable you to immediately improve personal productivity while developing the skills needed for continuous improvement. It includes real-world examples that illustrate how these principles have been successfully applied across a range of industries. Providing the perfect mix of what-to-do with why-to-do it, the text details a step-by-step approach to applying Lean principles to your work. Listen to what Daniel Markovitz has to say about his new book, A Factory of One. Part One — Part Two View the book's website at www.afactoryofone.com. View the author’s website at www.timebackmanagement.com. |
| daily visual management board: Everything I Know about Lean I Learned in First Grade Robert Martichenko, 2012 Every lean practitioner occasionally wishes for a simple, fun, and quick-read introduction to lean thinking to give acquaintances, associates, and family members -- even to our kids. If lean thinking often entails unlearning a plethora of bad habits, wouldn't it better if we learned better thinking -- and habits -- from the beginning? Everything I Know About Lean I Learned in First Grade is just that sort of book. It brings lean back to its original simplicity by showing how lean is alive in a first grade classroom. The book connects common lean tools to the broader lean journey, shows how to identify and eliminate waste, and aids the reader in seeing lean for what it truly is: a way to create a learning and problem- solving culture. Written to educate the entire organization on the fundamentals of lean thinking, this is the perfect source to engage all team members at all levels of an organization. Originally self-published in 2008, LEI is proud to re-issue this book and make it available to the broader lean community. |
| daily visual management board: Making Eye Health a Population Health Imperative National Academies of Sciences, Engineering, and Medicine, Health and Medicine Division, Board on Population Health and Public Health Practice, Committee on Public Health Approaches to Reduce Vision Impairment and Promote Eye Health, 2017-01-15 The ability to see deeply affects how human beings perceive and interpret the world around them. For most people, eyesight is part of everyday communication, social activities, educational and professional pursuits, the care of others, and the maintenance of personal health, independence, and mobility. Functioning eyes and vision system can reduce an adult's risk of chronic health conditions, death, falls and injuries, social isolation, depression, and other psychological problems. In children, properly maintained eye and vision health contributes to a child's social development, academic achievement, and better health across the lifespan. The public generally recognizes its reliance on sight and fears its loss, but emphasis on eye and vision health, in general, has not been integrated into daily life to the same extent as other health promotion activities, such as teeth brushing; hand washing; physical and mental exercise; and various injury prevention behaviors. A larger population health approach is needed to engage a wide range of stakeholders in coordinated efforts that can sustain the scope of behavior change. The shaping of socioeconomic environments can eventually lead to new social norms that promote eye and vision health. Making Eye Health a Population Health Imperative: Vision for Tomorrow proposes a new population-centered framework to guide action and coordination among various, and sometimes competing, stakeholders in pursuit of improved eye and vision health and health equity in the United States. Building on the momentum of previous public health efforts, this report also introduces a model for action that highlights different levels of prevention activities across a range of stakeholders and provides specific examples of how population health strategies can be translated into cohesive areas for action at federal, state, and local levels. |
| daily visual management board: The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development Jeffrey K. Liker, Gary L. Convis, 2011-11-21 The Missing Link to Toyota-Style Success—LEAN LEADERSHIP Winner of the 2012 Shingo Research and Professional Publications Award “This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.” —Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager “This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.” —Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize “An excellent book that will shape leadership development for decades to come.” —Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner About the Book: TOYOTA. The name signifies greatness—world-class cars and game-changing business thinking. One key to the Toyota Motor Company’s unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement. All too often, organizations adopting lean miss the most critical ingredient—lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company’s lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for: Constant growth: Toyota increased profitability for 58 consecutive years—slowing down only in the face of 2008’s worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century. Unstoppable inventiveness: Toyota’s approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger. Strong branding and respect: Toyota’s reputation was instrumental in the company’s ability to withstand the recalls-driven media storm of 2010. But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back. In fact, writes Liker, the company is “as good and perhaps a better model for lean leadership than it ever has been.” of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy. If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how. |
| daily visual management board: Taiichi Ohnos Workplace Management Taiichi Ohno, 2012-12-13 COMMEMORATING THE 100th BIRTHDAY OF TAIICHI OHNO Businesses worldwide are successfully implementing the Toyota Production System to speed up processes, reduce waste, improve quality, and cut costs. While there is widespread adoption of TPS, there is still much to be learned about its fundamental principles. This unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, Taiicho Ohno, published to mark what would have been his 100th birthday. Filled with insightful new commentary from global quality visionaries, Taiichi Ohno’s Workplace Management is a classic that shows how Toyota managers were taught to think. Based on a series of interviews with Ohno himself, this timeless work is a tribute to his genius and to the core values that have made, and continue to make, Toyota one of the most successful manufacturers in the world. Whatever name you may give our system, there are parts of it that are so far removed from generally accepted ideas (common sense) that if you do it only half way, it can actually make things worse. If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things. -- Taiichi Ohno This book brings to us Taiichi Ohno's philosophy of workplace management--the thinking behind the Toyota Production System. I personally get a thrill down my spine to read these thoughts in Ohno’s own words. -- Dr. Jeffrey Liker, Director, Japan Technology Management Program, University of Michigan, and Author, The Toyota Way Based on a series of interviews with Taiicho Ohno, this unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, published to mark what would have been his 100th birthday. INCLUDES INSIGHTFUL NEW COMMENTARY FROM: Fujio Cho, Chairman of Toyota Corporation Masaaki Imai, Founder of the Kaizen Institute Dr. Jeffrey Liker, Director, Japan Technology Management Program, University of Michigan, and author John Shook, Chairman and CEO of the Lean Enterprise Institute Bob Emiliani, Professor, School of Engineering and Technology, Connecticut State University Jon Miller, CEO of the Kaizen Institute |
| daily visual management board: Multi-company Project Management Dean A. Baker, 2009-10-15 This unique book provides a practical description of the processes and techniques for creating and managing multi-company project organizations emphasizing cross-company cooperation and the use of customer-supplier collaboration to build synergy and maximize project results. |
| daily visual management board: Why Bother? Chris Butterworth, Morgan L. Jones, Peter Hines, 2021-10-25 This book focusses on the importance of creating an internal assessment program to periodically assess the maturity of the organizations transformation journey. It discusses the best approach to designing and implementing an assessment program by answering key questions posed when people resist. The book begins with selecting the positioning of the program not as an audit but as an opportunity to review strengths and opportunities, through to selecting senior leader support to design of the program and developing the assessors. More than 10 case studies are documented to show how organizations have approached their assessment programs, lessons learned, and successes and challenges faced. The book leads the reader through the process of selling the concept and importance of transformation and Lean assessments to embed the desired behaviors within workplace culture. With many case studies, the reader is guided to design their own programs and develop their own assessors. This increases the probability of sustainability of the transformation program by focusing on and maturing the behaviors the transformation programs are trying to drive. For example, one of the most well-known assessments is the Shingo prize -- This book explains the thinking behind the Shingo model and shares examples of assessments that support it. Other examples of assessments are covered, such as process maturity, quality and business assessments. |
| daily visual management board: Grow Your Factory, Grow Your Profits Timothy McLean, 2017-08-02 When I was first given the job of managing a small plastics factory back in 1989, I quickly realized that most of the books and teaching on Lean Manufacturing were designed for big companies and were not relevant to my factory.Tim McleanThe last 25 years has seen Tim lead and assist over 100 small to medium-sized enterprise (SME) manufacturing ope |
| daily visual management board: Lean Behavioral Health Joseph P. Merlino, Joanna Omi, Jill Bowen, 2014-01-08 Lean Behavioral Health: The Kings County Hospital Story is the first lean book that focuses entirely on behavioral health. Using the principles of the Toyota Production System, or lean, the contributors in this groundbreaking volume share their experience in transforming a major safety net public hospital after a tragic and internationally publicized event. As the largest municipal hospital system in the United States, the New York City Health & Hospitals Corporation adopted lean as the transformational approach for all of its hospitals and clinics. Kings County Hospital Center, one of the largest providers of behavioral health care in the country, continues on its transformational journey utilizing lean's techniques. While not every event was fully successful, most were and every event, including failures, increased the knowledge base about how to continually improve quality and safety. Having made major changes, Kings County Hospital Center is now recognized as a center for transformation and quality receiving high marks from oversight agencies. This volume begins by describing the basic principles of the lean approach-adding value, eliminating waste, and tapping the organization's line staff to create and sustain dramatic change. An overview of the use of lean from a quality improvement perspective follows. Lean tools are applied to many services that comprise the behavioral health value stream and these stories are highlighted. The experts in identifying waste and adding value are the line staff whose voices are captured in the clinical chapters. Insights learned by event participants are emphasized as teaching points to provide context for what has worked or has not worked at Kings County Hospital Center. While the burning platform at Kings County Hospital Center was white hot and while the Department of Justice scrutinized its quality of patient care, the application of lean methods and tools has transformed the hospital into a potential model for behavioral health programs facing the challenges of the present healthcare environment. It is a must-have story for clinicians, administrators and other leaders in the mental health field devoted to improving quality and safety at their hospitals and clinics. |
| daily visual management board: Continuous Project Altered Daily Robert Morris, 1995-01 Robert Morris is best known for his significant contributions to minimalist sculpture and antiform art, as well as for a number of widely influential theoretical writings on art. Illustrated throughout, this collection of his seminal essays from the 1960s to the 1980s addresses wide-ranging intellectual and philosophical problems of sculpture, raising issues of materiality, size and shape, anti-illusionism, and perceptual conditions. The essays: - Notes on Sculpture (Parts 1-4). - Anti Form. - Some Notes on the Phenomenology of Making: The Search for the Motivated. - The Art of Existence. - Three Extra-Visual Artists: Works in Process. - Some Splashes in the Ebb Tide. - Aligned with Nazca. - The Present Terms of Space. - Notes on Art as/and Land Reclamation. - American Quartet. - Three Folds in the Fabric and Four Autobiographical Asides as Allegories (or Interruptions). - Robert Morris Replies to Roger Denson (Or Is That a Mouse in My Paragon?) An OCTOBER book |
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