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Visual Management with daily follow up is the second foundational element. Without Visual indicators in real time, management is left to manage using stale information from the past, sometimes days or weeks old. That's too late to affect the course the business is heading. It's like trying to drive your car while only looking in the rear-view mirror.
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The main purpose behind the Visual Factory is continuous improvement (Kaizen). Kaizen is a Japanese term meaning small change for the better.
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Until problems are made visible and attract the proper attention, the workforce can't respond to them. Without the Visual Factory, problems often surface long after the damage is done.
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- Make work standard to ensure consistency in method
- Make problems visible so they get the proper attention and your people may respond to them
- Act quickly to the problem with the appropriate countermeasure to temporarily allow production (don't stop here though)
- Use Root Cause Analysis (RCA) to determine the true source of the problem
- Hypothesize a solution to eliminate the cause (many methods available)
- Test the hypothesized solution to ensure the cause of the problem is eliminated
- Implement the solution and update the standard work
- Yokoten (communicate horizontally across operation) the results as appropriate
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SQDEC is one component of a Visual Factory |
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The pillars hold up the SQDEC portion of the roof. The SQDEC is:
- Safety
- Quality
- Delivery
- Employee Involvement
- Cost
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SQDEC metrics are aligned to the strategic goals important to any business or government entity, because they directly impact:
- Customer Satisfaction
- Shareholder Satisfaction
- Employee Engagement
and SQDEC has meaning for the front-line employee. This means all levels within an organization are strategically aligned with the business needs all the time, and know how they impact the success of the business or government entity.
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A typical SQDEC Visual Board designed to make problems visible and track improvements.
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