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• Second level
• Third level
• Fourth level
• Fifth level

Case Study – Implementing visual

management

Glenda Williamson
Manager, Organisational Innovation team.
 • Click to edit Master text styles
• Second level
• Third level
Acknowledgments
• Fourth level
• Fifth level

Mr. Ray Griffiths CEO

Mr. Mark Devlin – Manager Innovation (2008-2011)
Ms. Hollie Gourlay – Project Leader
Ms. Emily Podsiadly – Project Leader
Kangan Institute
6 campuses in metro
• Click to edit Master text stylesMelbourne.
• Second level Business Units E-
• Third level works and Vetassess
• Fourth level
• Fifth level
300 nationally recognised
qualifications & short courses

Approximately
40,000 students
annually

1000 ongoing
employees &
approximately 200
sessional teaching staff
 What is Lean?
“Lean
• is a set
Click to of
editconcepts,
Master text principles
styles and tools used to
create and deliver
• Second level the most value from the Customers‟
perspective while
• Third level consuming the fewest resources and
fully utilising• the
Fourthskills
level and knowledge of those who do
the work.” • Fifth level

Lean Enterprise Institute

A philosophy of:
• Continuous Improvement
• Eliminating Waste
• Built in Quality
• Respect for People
 Strategic intent
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
One of the first • Fifth level
educational enterprises
in Australia to make the
Lean journey an integral
part of our long term
strategy
The need for change - Internal drivers
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• Improve – eliminate the find and fix mentality
qualitylevel
• Second
• Third level
• Engaging our• people – developing
Fourth level a culture of quality
• Fifth level
‾ Customer focus

‾ Flexibility

‾ Innovation

‾ Business minded
 The need for change – External drivers
• Click to edit
• Technological Master text styles
change
• Second level
‾ Knowledge
• Third
everywhere
level
• Fourth level
‾ Learning • Fifth level
everywhere

‾ customers tech smart

• Customers empowered with choice – quality

competition

• Contestable funding
 Early lessons
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• Consultants
• Second level
• Third level
• Conferences• Fourth level
• Fifth level
• Visits to Lean enterprises

• Support from our Competitive Manufacturing team

• Pilot projects
 Where to start?
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• Streamlining steering committee
• Second level
• Third level
• Developing a master plan
• Fourth level
• Fifth level
• Choosing projects:

• Pillars, Platforms and Pathways (Hines, P. SAPartners 2010)

• Building Kangan Institute Lean stories

Pathways – Kotter‟s 8 steps of change
(Kotter, J, 1996)

• Click to edit Master text styles

1. Establish a sense of urgency 5. Empowering broad based
• Second level
2. Create the• guiding
Third level coalition action
• Fourth level
3. Developing • Fifth
a vision and
level 6. Generating short term

strategy wins

4. Communicating the change 7. Consolidating gains and

vision producing more change

8. Institutionalising new
approaches in the culture.
Kangan‟s Lean Journey
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• Second level
• Third level
• Fourth level
• Fifth level Maturity measure - adapted
from Boeing (2008)M

Awareness: Commitment to pursue a long term Lean journey

Alignment with organisational objectives
Skill Up Developing leaders and key staff to enable appropriate support
Developing frontline teams
Apply Focus on autonomous department based projects
Creating high performing Lean departments
Improve Linking systems
Improvement approach
Sustain Keeping the system functioning
 KI: Lean Maturity Assessment
Where are we now? Where do we want to be in 3 years?

• Click toMaturity Level

edit Master textIndex
styles SAPartners 2007
• Second
Maturity Attribute level
Reactive Formal Deployed Autonomous Way of Life
1. Way of working • 1.Third level
Reactive 1. Formal 1. Goal oriented 1. Managed 1. Daily habit of CI
approach structure autonomy
2. Associate autonomy 2. Selected 2. Full empowerment
2. • Little
Fourth
or no level
2. Only teams 2. Majority of
3. Share best practice 3. External learning
involvement specialists involvement
• Fifth level 3. Value stream
3. Adhoc 3. Team learning 3. Process
learning learning learning

Strategy Deployment

Value Stream

People

Tools & Techniques

Extended Enterprise

Legend

2011 2014 2018

‘Skill up‟ phase/Tools & Techniques
• Using visualtomanagement
• Click across
edit Master text the Institute
styles
• solving
• Problem Second level
• Third level
• Fourth level
• Cleaning up the workplace
• Fifth level

• Understanding customer value

• Understanding the „8 wastes‟

• Small incremental improvements

• Developing and maintaining standards

• Teamwork - communicating more than ever before
 Visual Management – what is it?

the practice
• It •is Click of communicating
to edit Master text styles messages visually, to
manage work,level
• Second understand systems or follow directions.
• Third level
• Visual management
• Fourth level is
a clear and simple way to organize
and present information.
• Fifth level
 Why use visual cues ?

• To• be abletotoedit
Click „see‟ with our
Master texteyes and our „minds eye‟
styles
• Second level
• Third level
• It can help to crystalise
• Fourth level ideas, think outside the box,
• Fifth level

• Any problem can be made clearer with a picture.

• Easier to communicate and help others „get it‟

• Information that is visible, creates transparency for all

employees and informs expected behaviours positively.
 Types Of Visual Displays and Controls
Examples:
• Click to edit Master text styles
• Second level
• Third level
Passively shares information by indicating or telling.
• Fourth level
• Fifth level

Sends information by first catching attention.

Types Of Visual Displays and Controls

• Click to edit Master text styles

• Second level
Sends information and limits responses.
• Third level
• Fourth level
• Fifth level

Ensures the right thing will happen.

Visual management – is everywhere

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• Second level
• Third level
• Fourth level
• Fifth level
Visual management – is everywhere

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• Second level
• Third level
• Fourth level
• Fifth level
Kangan‟s Visual Management
(VMB’s)

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• Second level • Transparency
• Third level
• Accountability
• Fourth level
• Fifth• Systems
level thinking

• Problems are good

• Team development
 VMB‟s at Kangan Benefits:

• Builds
• Click
trust to
and positively
edit influences
Master text styles the behavior and attitude
of team• members,
Second levelmanagers and stakeholders.
• Enables the team
• Third levelto see what‟s going on and respond to
• Fourth level
issues rapidly. • Fifth level
• „A picture paints a thousand words‟. When you can quickly see
what‟s going on you don‟t waste time and energy trying to
work it out.
• Shared problems across departments are made visible to
managers and other KI team members.
• Easier to see patterns when results are expressed as
diagrams or charts rather than numbers or reports
Visual Management Boards – (VMB‟s)
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• Second level
• Third level
• Fourth level
• Fifth level

85 Visual management boards across the Institute

Visual Management Boards (VMB‟s)
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5 Principles
• Second level
• Simple • Third level
• Fourth level
• Accessible • Fifth level
• Visible
• Current
• Standardised

Gemba: Go see, Ask why, Show respect

Visual Management Boards (VMB‟s)
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• Second level
• Third level
• Fourth level
• Fifth level
Problem Solving – root cause
analysis
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• Second level
• Third level
• Fourth level
• Fifth level

The 5 whys
Using visuals to understand -
Pareto Chart
• Image
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edit Master or
text
text
styles
to go here as required
• Second level
• Third level
• Fourth level
• Fifth level
 Using visuals to understand –
Check sheets
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• Second level
• Third level
• Fourth level
• Fifth level
 Problem Solving – A3‟s
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• Second level
• Third level
Wayfaring – • Fourth level
problem • Fifth level
solving
Online learning
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• Second level Introduction to Lean
• Third level
• Fourth level
• Fifth level
 Online learning
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• Second level
• Third level
• Fourth level
• Fifth level

Accredited
eLearning
(VET sector)
Online
Learning
Australia -
WINNER
with Visual
Management
Board
Online Learning
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• Second level
• Third level
• Fourth level
• Fifth level
Online learning
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• Second level
• Third level
• Fourth level
• Fifth level
Communication Strategy
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• Second level
• Third level
• Fourth level
• Fifth level

Our own Lean

stories
Communication Strategy
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• Second level
• Third level
• Fourth level
• Fifth level

Intranet, CEO monthly message,

posters, e-newsletters, staff
briefings, enterprise social
networking, gemba walks.
 The future – more to do…
• Click
• More staff to edit Master text styles
engagement
• Second level
• Leadership buylevel
• Third in
• Fourth level
• Strategy – the
• Fifth level
deployment right measures

• Identify value streams

• Standardised work
Conclusion - thankyou
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• Second level
• Third level
• Fourth level
• Fifth level

Marathon not a sprint. Team not an individual

 References
•
•
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Devlin, Mark (Feb 2011) Streamlining KI Plan 2011-2013. Kangan Institute of TAFE. (Unpublished)

• • Second level
Devlin, Mark (Feb 2011) Tom Ford-Developing a new model of collaboration – Teaching and support model
proposal. Melbourne. Kangan Institute. (Unpublished)
• • Third level
• • Fourth
Griffiths, Ray (May 2009) Key level
note speaker presentation to the 6th Summit - Lean Thinking in Manufacturing and
Services. Melbourne. Kangan Institute of TAFE. (Unpublished)
•
• Fifth level
• Hines, P Pillars, Platforms and Pathways SAPartners: viewed 18/9/11
• http://www.sapartners.com/content/view/99/87/lang,/
•
• Kotter, John. P (1996) Successful Change and the Force That Drives It, The Canadian Manager, Fall 21:3 pp 20-
24
•
• Martinson, J (2009) Boeing Lean+ Journey Lean Advancement Institute: Massachusetts Institute of Technology.
Boeing Lean Journey (PowerPoint slides) viewed 18/9/11
• http://lean.mit.edu/search.html?q=boeing+lean%2B+journey
•
• Shook, J (2008) Managing to Learn The Lean Enterprise Institute, Inc. Cambridge, USA.

Acknowledgement: Seattle Group Health, Seattle, USA

Arizona State University, USA