Understanding Visual Performance
Luminance: Visual performance requires sufficient light The optimum level of luminance needed to perform a task depends on the nature of the activity, e g -- using a keyboard or reading newsprint Contrast: Luminance variation, or contrast, allows us to distinguish a visual task from its surroundings
ISUAL PERFORMANCE MANAGEMENT (METRICS JOB BREAKDOWN SHEET
Arizona Management System Title: Visual Performance Management (Metrics) Job Breakdown Sheet 1 Page Revision Date: 1/ 5/2018 VISUAL PERFORMANCE MANAGEMENT (METRICS) JOB BREAKDOWN SHEET Purpose: The Job Breakdown Sheet is an Arizona Management System (AMS) guideline document to assist agencies with standard work (SW) preparation
Visual Management - SAN FRANCISCO CITY PERFORMANCE LEAN PROGRAM
Visual Management City Performance Lean Toolkit How do I facilitate or create it? 1 Identify the information that needs to be communicated Figure out what information is currently not being communicated, or information status is difficult to readily understand (i e whether the task at hand is currently being worked on, has this person already
Visual Management Board - UNC School of Medicine
A visual management board is used as a key communication tool that provides at-a-glance information about process performance, both quantitative and qualitative data To sustain high performance in health care quality and safety, staff on the clinical unit need current information about process performance to coordinate and guide their daily work
Continuous Improvement Toolkit
management Visual management serves as a sustaining force for 5S, standard work, TPM, quick changeover, and pull production It is important to implement visual management during the early phase of Lean implementation (when using 5S and TPM to establish operational stability) - Visual Management
SBS 6S & Visual Management with Examples
aimed at a single performance outcome Because these systems are self-explaining, we can be self-regulating Example: A standard car has on the average of 144 visual devices on or inside the car Intentionally designed to help us drive, maintain, and repair the car A Visual Cell is a cluster of visual devices within a confined space
Visual Workplace — Visual Management
management examples like: • Key Performance Indicator (KPI) boards that publish the latest measures for a facility or a specific work area • Large LCD monitors that show the production schedule and the status of individual work orders • Smaller monitors tied, for example, to the performance
Sept indicateurs de performances communs pour la surveillance
management visuel d’aut es sociétés Ce livre blanc indique comment le management visuel peut accroître la productivité par un usage synergique de sept indicateurs de performance clés (KPI) pour surveiller les chaînes de production Que sont les indicateurs de performance - Key Performance Indicators - KPI - ?
Performance Management: A roadmap for developing
performance management systems can support pay decisions, promotion decisions, employee development and reductions in force A performance management system
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Visual Management
City Performance
Lean Toolkit
What is
visual management?Visual management is
any communication device used in the work environment that tells at a glance how work should be done and whether it is deviating from the standard. These visual systems are designed to createtransparency, reduce waste, and reduce interruptions in a process or environment. Controlling the execution of a
process through transparency allows for manageable process control, which creates consistency. Attributes ofprocess control include knowing who does what, knowing when action needs to be taken, and knowing how to
deal with exceptions.Visual management as a principle can be integrated into a workflow in a variety of ways. A starting point is to
identify what information needs to be communicated and determine how to make that information readily available and easy to understand. When should I use it?Visual management is helpful for:
Tracking project progress or process status
Alerting teams to problems quickly
Guiding user behavior
You should use visual management to support making invisible problems visible. These invisible problems could
include situations like... Wanting to know the status of a work-in-progress: You're anxious to get a contract signed, but it's delayed. Turns out it's waiting for your approval! Responsibilities are assumed or not clearly designated, therefore tasks fall through: Your 5-person team is preparing for a complex event with a lot of tasks. No one ordered lunch for the event;
everyone thought someone else was handling it Wanting to ensure that process steps are fully completed, without errors and extra work, and that it is moving through the process: You apply for a building permit, but you aren't sure whether your application was received, whether it was completed properly, what its status is, or how long it will take to approve Visual management examples:Production Boards
Figure 1. - Making information readily available
Staff board
displaying who is currently in and out of the officeVisual Management
City Performance
Lean Toolkit
Figure 2. - Tracking project progress Denver Budget Office - budget book production board tracks progress
noting what sections are assigned and completed. It's posted in an area that is easily and often seen by staff.Visual Standards
- Alerting teams to problems quicklyFigure 3. Recreation and Parks Department -
Sticker placed on broken equipment after a work
order has been called in for repair. This alerts other users that action has already been taken and reduces multiple work orders for the same fix. Figure 4. Related to Figure 3, This guide provides clear definition to the priority level of a work order submitted , to prevent all work orders from being incorrectly labeled based on what is occurring at the sceneTEMPORARILY OUT OF SERVICE
WORK REQUESTED
ON __________ BY_____________
Visual Management
City Performance
Lean Toolkit
Visual Guides
- Guiding user behavior Figure 5. Department of Elections - When elections are taking place in City Hall, the Department of Elections lay out visual cues to guide the customers to the right stations, in the right order. The use of foot- printing and numbering each station ensures the instructions for filling out a ballot are easy.Figure 6. City Performance - Instead of sending
mass emails for supply order requests, staff use this checklist to note which items need to be ordered. Staff now reduce the redundancies of requesting the same items, and it is placed near the supply drawer.Figure 7. City Performance - The huddle board is a visual guide to practicing regular communication and
continuous improvement for team check-ins. It helps the team to value data by discussing strategic goals and
encourages staff to brainstorm ideas for improvement regularly.Visual Management
City Performance
Lean Toolkit
How do I facilitate or create it?
1. Identify the information that needs to be communicated
Figure out what information is currently not being communicated, or information status is difficult to
readily understand (i.e. whether the task at hand is currently being worked on, has this person already
been no tified of the request, is it waiting somewhere, etc.)2. Create a signal
Identify and create the appropriate
medium for communicating the information that will support the work environment, and clearly indicate when there's a deviation from the standard.3. Define the appropriate action
Set a clear definition of what needs to happen to implement the new visual management cue.4. Communicate actions
Be sure to communicate the
new tool to anyone who will interact with it in the workplace and be open to feedback.Strategies
Place things in plain view (not buried in a document or an inbox)Make errors obvious, so you can fix them
Rely less on reading, rely more on pictures, color-coding, shadowing, and foot-printingCreate visual standard work
Show the status of flow through a process
Measure performance against goals, and post the results publicly Hints Place signals where the information makes the most sense. It should live in a place where all whoneed to interact with it can access it easily and is the most visible. Think on the office wall, not hiding in
an Excel file on a hard drive! Be creative! There are several different types of visual indicators, such as diagrams or pictures, checklists, videos, and signs. Each type has its own strengths and weakne sses. Choose the one that makes the most sense for your process. Be mindful of company culture and language barriers. Make sure that the system can be easily understood and accepted by all who might see it and use it.quotesdbs_dbs11.pdfusesText_17