This concept capitalises on visual ability; where by making things viewable they become understandable, and therefore enforceable in the workplace. The purpose of visualisation is to distinguish good conditions from bad conditions, and to move quickly into action. Visualisation also helps create a workplace environment where new employees can also understand what, when, and how to work.
Daily leadership and management has three elements. Progress management, where it becomes easy to check work progress scheduled completion against actual completion. Work progress management, where it is easy to identify work progress conditions at each workplace or area. Manpower management, which identifies the required number of workers at each work area and if there are any shortage or excess of workers. The information for these three elements need to be calculated and updated on a daily basis onto production boards. They are live boards, as they get updated several times a day.
Visual management needs to be a core in all systems within an organisation. It is used for communication, production, quality checks, highlighting problems, and simplifying tasks. Much thought must be put into developing the right visual system and how it works for each area and department. Key features of the visual systems are: relevance to the people, clarity, simplicity, updated as necessary, easy to update, and done using inexpensive investment. When implementing a visual management system, ask the following questions:
- What is it for?
- Who is it for?
- How is it used?
- What is normal and abnormal condition?
- What reaction is expected when abnormal condition occur?
- Who will respond to the abnormal condition?
Visual management has to go beyond a few charts and a few warning signs. It has to follow the guidance of Fujio Cho – honorary chairman of Toyota Motor Corporation – statement:
“Know normal from abnormal… right now!”