Labels, lines, and shadows have little personality. Their job is largely about identification, location, and quantity.
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Visual performance metrics provide insight into the health of a process or value stream by comparing actual performance vs. target within the context of people, quality, delivery, and cost.
Andons are dynamic in nature. They visually (and often audibly) signal abnormal conditions and trigger problem solving—or at least, most immediately, problem containment.
We could go on and on about the various types of visuals and visual management systems. Their job is to be self-explaining, typically worker-managed, self-correcting things that:
• Inform
• Align
• Highlight abnormal conditions
• Prompt lean behaviors (including adherence)
• Spur problem solving
It’s not often that someone comes up with a visual that one could characterize as dramatic or entertaining.
As far as I know, there are no rules against that. In fact, it can be a good thing relative to attention-getting, imparting a desired message, and fostering certain behavior(s).
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Comments
Strength of Vision
Well said, Mark: your picture is worth a thousand words. If a worded example may be worth the same, a good image is worth a thousand worded examples. We are all too submerged by words, we can't pay them the attention we want or they deserve: images are much more immediate, though we are also drowning in their crowd. But in a work environment they can surely do much, provided they are robust enough to convey the message we want to get home. And in a world of images, images have to be stronger and stronger: no news, eh? In a GKN factory I saw what is to me a good example: at the drinks and resting places there are video monitors that show scenes of health and quality accidents, and in the factory there are no warning signs. But the scream of a colleague who hurts his hand and the sight of his blood pouring on the floor is surely not easy to forget. Thank you.
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