Work that makes sense : operator-led visuality

Table of Contents: Part I: Visual Workplace Basics 1. Introduction to The Visual Workplace 2. The Building Blocks of Visual Thinking 3. Your Implementation Tool Box Part II: Smart Placement 4. Smart Placement: Logic, Meaning, Mapping 5. Smart Placement Principles (1-7) 6. Smart Placement Principles (8-14) Part III: The Visual Where 7. Visual Where: Borders 8. Visual Where: Address and ID Label Part IV: People and Results 9. Ourselves and Others 10. Results Part V: Drilling Deeper 11. Visual Mini-Systems & Customer-Driven 12. The Four Power Levels 13. We Are Visual Beings

This book presents the mechanics of implementing visuality on the value-add level known as Work That Makes Sense (WTMS). The step-by-step WTMS process described in this book teaches operators a proven method for translating information deficits into visual solutions that take the struggle out of their day-to-day work. As a result, operators transform their work area into a work environment that speaks-a work environment that, by design, shares vital information in the form of visual devices that help them perform their day-to-day work with precision and completeness. At the heart of this visual conversion approach is an element unique to author paradigm called I-driven that recognizes that operators will pursue self-leadership in the company's improvement initiatives if they are given the opportunity to learn how to do so. Also recognized is the fact that this can only happen if associates are taught-and given the opportunity to learn and apply a new system of thinking. This book provides that learning pathway, in detail, supported by hundreds of actual visual solutions, developed by operators who have followed that pathway and become visual thinkers for themselves-I-driven. They become self-leaders, in control of their corner of the world and able and willing to share their strengths with others. In this way, the WTMS process produces a deep and abiding change in the company's work culture that builds creativity and ownership. As a result, the organization's leadership framework widens to include operators.