|Visual Management Systems in the Workplace
|Monday, May 30, 2016
|3:00 PM–3:50 PM
|Vevey 3 & 4, Swissotel
|Area: OBM/PRA; Domain: Service Delivery
|Chair: Dale C. Gregory (Western Michigan University)
A component of the Lean (AKA: Toyota Production System) methodology is the use of Visual Management Systems (VMS). Likewise, visual input and feedback systems are essential components to Performance Management interventions. This symposium will share examples of VMS applications in different: industries (i.e., petroleum, health care, education), lines of business (e.g., HR, IT, operations), and various strategic & tactical leadership levels (e.g., VP, Director, Manager). Other elements of a packaged VMS solution which increase the probability of success are: recurring huddles, goal-directed metrics, defined escalation path (AKA: Andon), problem identification & resolution, and action plans. After this symposium, attendees should have increased fluency with this approach and clarity on the importance of behaviorism to enhance such interventions.
|Keyword(s): Lean, PerformanceManagement, visual management
|Using Visual Maps to Design and Implement Learning and Performance Improvement Interventions Across Global Organizations
|LORI H. DIENER-LUDWIG (Zimmet Group)
|Abstract: Corporate learning and performance interventions are costly to develop especially to organizations as complex as global Fortune 1000 companies who have various sub-organizations within them. Those who want their performance improvement efforts funded must demonstrate return on investment to the company. There are two major challenges: 1) Designing performance-based learning interventions that are relevant to target audiences who have different cultural and environmental influences; 2) Delivering performance based learning interventions to target audiences and measuring the impact on performance. This presentation will show you how visual mapping is used across different stages of a project to facilitate the management of various stakeholder input into the design of performance-based training itself as well as an implementation strategy. By employing the visual mapping approach at a strategic level, disconnected systems and processes were identified and redesigned to include accountability and feedback to manage behaviors of various roles involved in the success. The result is a sustainable model that helps program owners manage key behaviors across various sub-organizations and roles. This presentation will describe examples of this visual mapping/management approach to help global organizations design and implement performance based training on a strategic and tactical level, but the techniques can be applied to any organization of any size.
Bundling Behavioral and Lean Practices to Improve Performance in Mining Operations
|Laura L. Methot (CLG, Inc.), GERTA DUME (CLG)
Mining operations are under continuing pressure to adapt to increasingly price driven and socially conscious markets. Miners are building capability in operational excellence (OE) and are expecting integrated solutions from their change vendors. A recent gathering of energy and mining executives cited cost reduction, maintenance and reliability, and management system application as their top three targets for focusing their OE efforts. Those same executives identified discipline, leadership, and culture as their biggest challenges with the application of OE in their companies. In this presentation, we will share best practices for bundling behavioral with visual management solutions to address the challenge of improving safe, reliable, cost-effective operations. The approach begins with defining the organization's Perfect Day, identifying supporting metrics, and cascading those metrics through the operating structure. By combining the use of visual management techniques with proven OBM practices, both business results and workforce engagement can be improved rapidly and sustained over long periods.
|Going Old School to Improve Performance: Paper-Based Visual Management Systems in an Information Technology Department
|EDWARD BLACKMAN (Western Michigan University)
|Abstract: Many Information Technology (IT) departments struggle with delivering services on time, staying within budget, reducing quality issues, and increasing both employee and customer morale. These struggles are not unique to IT and tend to occur with any service provider whether internal (HR, Finance, Sales, Marketing, etcetera) or stand alone companies. This presentation will share the step-by-step approach used and results obtained repeatedly within a 700-person IT department of a global manufacturer. After this presentation, attendees should have familiarity with a packaged intervention with broad applicability and sound demonstrations of improving team performance.