The visual workplace is not about buckets and brooms or about posters, signs, and lines on the floor. It is a compelling operational imperative, central to your war on waste, vastly reduced lead times, and an accelerated flow of materials, people, and information in and through the workplace. Visuality is first and foremost a language—the language of your existing operational approach, optimized through visual devices and systems.This language translates vital information into visual devices as close to the point of use as possible, thereby making it possible to recognize the pattern of work without speaking a word.
Whether a factory, forge, truck fleet, hospital, school, military depot, office or open-pit mine, the result of applying visual methods is an environment that is self-explaining, self-regulating, self-improving, where what is supposed to happen does happen—on time, every time, day or night, because of visual devices.
Dr. Galsworth’s approach to workplace visuality is anchored in two key models or frameworks: the Visual Workplace House and the Ten Doorways into the Visual Workplace. Through them, we begin to understand visuality as a destination and an outcome—and we can map our way to both.
What is Visual Thinking?
A visual workplace is populated by hundreds, even thousands, of visual devices and mini-systems, invented by a workforce that knows how to think visually. What is visual thinking? It is a person's ability to: Recognize motion (the name of the enemy) and the information deficits that trigger it—and then to eliminate both through solutions that are visual.
One of the main by-products of effectively implemented workplace visuality is the emergence of this new core competency: employees who know how to think visually. And a workforce of visual thinkers is the way to true visual management, whether your goal is a Visual Factory, Visual Hospital, Visual Office or Visual Daycare. In other words—wherever work is done.
Click here for Dr. Galsworth's book, Visual Workplace/Visual Thinking.
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