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Approach | Client Results

Client Results: Financial & Cultural

The truth is this: Visuality is a gigantic adherence mechanism—the performance logic and cultural glue that lets the workplace speak and holds all other improvement initiatives together and makes their results sustainable.

Visual thinking—and the visual solutions that result—strengthens alignment when a healthy work culture already exists. And it creates one when a healthy work culture is lacking. Visuality builds ownership, empowerment, self-leadership, and visual inventiveness into all levels of the organization—supervisors, operators, staffs, and CEO inclusively. And the bottom-line impact is equally remarkable, even in the absence of lean or six sigma.

Here is a small sample from clients who focused exclusively on our visual workplace approach.

  • Electronics Assembly/Boston: 300 employees (three shifts)
  • 96% Decrease in non-conformance assembly

    68% Decrease in rack storage requirements

    50% Decrease in time to conduct annual physical inventory

    55% Decrease in classroom training needs

  • Fighter Jet Modification/Lockheed-Martin Aerospace/California
  • 15% Increase in productivity increase

    Permanent removal of 700 hours of labor content per jet/unit

    Complete payback on training investment in seven units

  • Semi-Conductors/Boston (cell level) Before
  • Ran out of chemicals on average of 1-3 times each shift
  • 42 hours of downtime per week (= 2,184 downtime hours per year)
  • Semi-Conductors/Boston (cell level) After
  • Elimination of all stock outs

    Increase in production by 25%

    Zero hours per week downtime

  • Annualized Results Roll-Up This Cell
  • Decrease in scrap by $2,555,000 per year

    Decrease of 7,132 hours of downtime and operator cycle time

    Decrease in walking by 54%

    Elimination of all (100%) rework in plating process

  • Cell phone manufacturing/Motorola/Texas (3,000 employees/five shifts)
  • $15 million reduction in inventory (year one)

    Complete cultural conversion (year one)

    Supervisors across all shifts successfully training and coached visual outcomes

  • Fabrication, Machining, Welding, Assembly/Michigan: 80 employees (three shifts)
  • 15% Increase in through put

    70% Decrease in material handling

    80% Decrease in flow distance

    60% Decrease in floor space requirements

After a three-year visual conversion at Trailmobile in Toronto, Canada, April Love, Director of Continuous Improvement, had this to say:

Picture of April Love from Trailmobile in Canada
April Love, Trailmobile

Our visual conversion created tremendous cost reduction—absenteeism fell by 60%, production efficiency increased from 86% to 117%, supervisor retention and quality grew dramatically…

And when gas prices rose and the market dried up, the plant had to cut back to one shift (50% fewer employees). The result? The 117% efficiency level was sustained and increased by 7%.

Dr. Galsworth’s visual workplace approach has unlocked the potential of our employees. That potential was always there. We just couldn’t see it.

Now associates are the driving force behind not just change but our journey to excellence.

Here’s how Mark Swisher put it (Visual Lead across seven Lockheed Martin sites):

Lockheed Martin work
LM-Aero Inspection Area

You can’t take an F-16 fighter jet to the customer, so you invite the customer into your plant.

That’s when they see how we treat their parts, how we take care of their product while it’s in our care.

The visual workplace makes all of that visible—and very impressive: the product discipline, material handling, and the flow of the work.

    About 20 years ago, Margie started her career at a giant, multi-site bio-medical firm. She is now Director of Continuous Improvement at a main fabrication and packing plant (600 employees/four shifts). Her trainers launched Dr. Galsworth’s Work That Makes Sense (WTMS) system in one February. In April, operators asked to take over the conversion—do their own training, their own follow up, their own everything. Surprised and pleased, Margie said yes. Here’s what happened next:

Lockheed Martin work
The Device Map

The operators launched their WTMS cycle in May—and by August, they had implemented over 1,000 visual solutions—and made a map to show them all. I was blown away. My team was blown away. Our corporate supply chain VP was blown away. He said he had never seen anything so impactful.

The operators continue. They do what they call “Lunch & Learn with Dr. Gwen”—watching and discussing the system, module by module, doing the follow up, and on and on. The numbers just keep getting better.