A new paper on visual management has been published as a research result in the Digilean project:
Introduction to the paper:
As products become more complex and the competition increases, the development of new products has become more important to companies. During this process the companies needs to have a method for developing sharing correct information at the right time, otherwise projects can be delayed due to re-work and modifications. During the 80’s the Japanese outrun its competitors concerning number of product models in combination with time to market. The Japanese companies relied on a concept later termed as Lean Product Development (LPD). From LPD emerged a method for planning and synchronizing projects named Visual Planning (VP), which have shown strong benefits for its simple design and ability to plan project with little effort and a low threshold to the methodology . VP helps the team to focus on the execution of the project involving resource allocation, assuring deliverables and keeping focused on the common goal. Traditionally the only resources demanded are sticky notes, some pens and a wall to place the notes on. However, limitations of a physical solution becomes apparent when more and more projects are conducted in distributed teams, where information on wall-based boards becomes difficult to share and interact with. One method that has similarities to Lean VP is Scrum and the most obvious difference between the Lean VP board and Kanban/Scrum board is the horizontal axis which in VP is presented by a timeline while on the Kanban/Scrum board is presented as different phases/statuses . Kanban/Scrum boards are common to use within Agile development and especially within software development. Lean Thinking and Agile development are two different but complementary concepts. The research concerning VP is very limited and therefore the name, definitions and description of the methods on the matter varies For example, VP can be included in term Visual Workflow Management. A definition of VP that is used in the context of this research paper, emphasize the support for the team concerning task coordination and is independent of physical boards and notes: One method for development teams to handle this task coordination is to visualize tasks and deliverables to enhance their communication and coordination within the team.
Great seminar on Visual Management with presenters from Chalmers, Volvo Cars and AB Volvo and over 50 participants from industry. Look out for a new edition this fall focusing on Knowledge Management. Read more about meeting solutions for digital Visual Planning at http://www.itmab.se
Volvo Car Customer Service are increasing their usage of Yolean Visual Planning within the customer service organization. The software developed as a spin-off from the Vis-IT research project is now utilized to plan and improve activities and services throughout the European service network.
One of two Master Thesis from Chalmers to be nominated to Lilla polhemspriset 2016 is “Visual Planning; Coordination and collaboration of Multi-site teams in Product Development organisations” by Josefin Bertilsson och Gunilla Wentzel. The master thesis has been a part of the Vis-IT research project, supervised by Daniel Stenholm and examined by Dag Bergsjö. The thesis can be downloaded here on projectvisit.org under publications.
Read more about the prize at: www.polhemspriset.se/
What does the cities have in common? Exhibitions containing digital visual planning.
Our visual management solutions was presented for the hungry audience at Automation Småland
For more information about:
A master thesis work conducted by Josefin Bertilsson and Gunilla Wentzel has been presented with the focus to answer on the research question: How can visual planning help multi-site teams to succeed?
In the work have they looked into what makes team to succeed, how can visual planning support this and finally what type of technical solution is needed to be successful?
To answer these questions one company has been used as a case company which allowed testing and implementation in ongoing projects while eight other worked as reference companies. The companies are Emerson (case), Assa Abloy, Autoliv, Ericsson, Rejmes Car, Scania, UniCarriers (Atlet), Volvo Cars and Toyota Material Handling.
Interesting discussions are for example:
• What happens when you dedicate a “speakers corner” for the one that talks during the multi-site visual planning meetings?
• What can a team do to increase the awareness to the meeting when the team is distributed?
• What is a good level of structure in the digital tool for visual planning – how much should be able for the user/company to change concerning the interface of the digital tool?
We are now waiting with excitement for their publication that will be out late this month.