Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on May 9, 2015
Archives by Tag 'control'
Michael Balle

Michael Ballé: Visual control as a technique and visual management as a system are essential to lean practice

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Saturday, November 8, 2014
Overall, I suspect we collectively underestimated the importance of visual control. Back in the day, many of the questions I remember from Toyota sensei where about: is this situation normal or abnormal? How can we tell? As a movement, I believe we have correctly spotted the emphasis on problem solving, but maybe not so much problem finding and problem facing – what Tracey told me Toyota calls problem awareness: how can we see we have a problem? Visual control should probably be called visual autocontrol – visual signs so that all team members can see at one glance whether they’re doing ok ...

Continue reading this entry »

Tracey Richardson

Tracey Richardson: Visual control is micro, visual management macro

By Tracey Richardson, - Last updated: Tuesday, October 21, 2014
I will answer your question regarding visual control versus management based on how some of my Japanese trainers, coordinators and leaders articulated it to me and how I personally practiced it during my time at the TMMK plant in hourly and salary positions. This question comes up all the time and it can turn into semantics very easily, similar to asking someone what are the 5S's. I think there are 20 different versions out there, the explanation and purpose of it become crucial. So I like to look at visual control as the "micro" side of the ...

Continue reading this entry »

Jeff Liker

Jeff Liker: Visual control means displayed information is acted on

By Jeff Liker, - Last updated: Sunday, October 19, 2014
Often we talk about the difference between visual displays and visual control.  Visual displays mean information is shown, while visual control means information is acted on.   One type of visual is the metric board where we represent the actual versus target, another is the andon which physically warns us of an out of standard condition, while a third type is a physical indicator of the state of the operation versus standard such as a kanban square.  In all these cases we are seeing the actual versus the standard and as Jon says we need a system of response to contain the ...

Continue reading this entry »

The Lean Edge

Is there a difference between visual management and visual control?

By The Lean Edge, - Last updated: Sunday, October 19, 2014
How do you explain the difference between visual management and visual control and what is the role of shop floor management in it?
Peter Handlinger

Peter Handlinger: KPO or Production Control function?

By Peter Handlinger, - Last updated: Sunday, January 6, 2013
The wording of the question takes as a given that a KPO should be formed and focusses on the practical aspects of creating and maintaining a KPO. The obvious linkage between OMCD in Toyota and a "KPO" is seductive to use as a template for other organisations. But one needs to be aware of the scale issue - Toyota's OMCD is a small group (around 25 people) that is Head Office based to serve the entire group globally. To the best of my knowledge there isn't an "OMCD" at each of its manufacturing facilities. ...

Continue reading this entry »

Tracey Richardson

Tracey Richardson: Start with Production Control and Empower People through Standards

By Tracey Richardson, - Last updated: Saturday, September 22, 2012
Hi Andrew, I will answer to my personal experience in regard to this question.  I think its a good one, it can bring out many dynamics that fall under that umbrella of thinking "flow vs batch" so I will try to cover several of them within my answer.   When I was first exposed to the Toyota Production System (TPS) "thinking" in 1988 at Toyota Motor Manuf. KY (TMMK) I made an assumption that if you weren't practicing one piece flow then you weren't effectively practicing TPS.  Now to explain that statement I was in a 2-week assimilation class before I ...

Continue reading this entry »

Jeff Liker

Jeff Liker: The key to Jidoka: small span of control and a disciplined method of problem solving

By Jeff Liker, - Last updated: Saturday, August 21, 2010
"Jidoka" is not a single thing you implement.  It is one of the two main pillars of TPS.  Just-in-time is a complex set of tools, principles, and disciplines and Jidoka is certainly nothing less.  The original concept came from Sakichi Toyoda's loom that stopped itself when there was a quality problem, which also separated the operator from the machine, allowing operators to run multiple machines and do more value added work.  In modern Toyota plants it is often translated into the andon system of line stopping and quick response to problems one by one.  I think of it is building ...

Continue reading this entry »

Theme by Matteo Turchetto|Andreas Viklund