{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

Visuality at Work: A More Complete Description

A visual workplace can improve productivity by as much as 30%

Gwendolyn Galsworth
Mon, 11/14/2016 - 10:05
  • Comment
  • RSS

Social Sharing block

  • Print
  • Add new comment
Body

In a visual workplace, information is converted into simple, universally understood visual devices and installed in the process of work itself, as close to the point of use as possible. The result transforms a formerly mute work environment into one that speaks, eloquently and precisely, about how to use it effectively and efficiently.

The most complete example of this outside the workplace is our system of roads and highways. In the United States alone, 150 million cars are on the road every day—150 million killing machines. And yet relatively few people die, proportionally only the tiniest fraction of the sum, thanks to visual information sharing.

The vast array of visual devices that populate our roads and highways makes it possible for drivers everywhere to get precisely where they want to go, safely, and on time—day after day, week after week, year after year. Those devices include (but are by no means limited to): exit and speed signs, speed bumps, white lines marking the sides of road, other white lines that guide us through a sharp turn to the left or right, center yellow lines—dashed and solid. This is the language of driver safety imbedded into the roadway itself and the operational language of a large portion of our national economy. That economy would collapse without roads and highways that speak.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Comments

Submitted by mclayton200 on Fri, 11/18/2016 - 18:31

VSM prior to your Visuality efforts

Intel factories very complex vs Telemarketing offices but your ideas apply to both. But my experience is that shop floor Value Stream Mapping focuses the effort. Often Lean ideas gave already been tried but ran out of steam due to lack of focus on the process segment with the most logistical or performance variance.

Which industries have you addressed with greatest success? What prior problem solving systems were attempted and perhaps ran out of steam?

  • Reply

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us