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This study aims to identify the degree to which the principals of public secondary schools in Jordan practice visual management from the teachers' point of view. To achieve the objectives of the study, a descriptive survey method was used. For this purpose, a questionnaire consisting of (49) items was developed and divided into three areas: work rules, diagnosis, and eliminating waste. After verifying the validity and reliability of the questionnaire, it was distributed to a random sample of (375) individuals in the second semester of the academic year (2019-2020). The results of the study showed that the degree of school principals' practice of visual management from the teachers' point of view was moderate. The results also showed the presence of statistically significant differences in the degree of school principals' practice of visual management due to gender in favor of females, and to experience in favor of those with experience of ten years or more. Based on the findings, the researcher recommends that the Ministry of Education in Jordan hold training courses for school principals in order to familiarize them with the issue of visual management to be applied in their schools because of its great importance in developing school administration.

This research investigates the use of visual management, specifically communications boards in a British lock manufacturing company. The research explores the design, implementation and use of communications boards over two years. The purpose of the research was to bring design principles from the graphic design and cognitive psychology into a previously informal process and to develop Visual Management (VM) principles to guide the design of the board. The research findings have acted as a proof of process for the introduction of VM theory into the design of communications boards and provide evidence that the VM principles improved the design of the board. This enabled Team Leaders to better engage in problem-solving and continuous improvement with their teams. [ABSTRACT FROM AUTHOR]

Visual management (VM) has become an important management tool for the smooth management of global supply chains. The target of VM systems is to harmonise communication. For example, in the production sector, VM provides solutions for various issues such as the quick detection of an abnormal situation, continuous maintenance of a safe environment, prevention of an operation miss and knowledge sharing. However, the development of VM cases has been uncontrolled, which is considered problematic. A system for the strategic enhancement of VM is necessary. Recognising this need, this study presents a model for the performance evaluation of relevant cases and validates the utility of the model, which is the initial step in developing a strategic enhancement system for VM. [ABSTRACT FROM AUTHOR]

The purpose of this paper was to explore how visual strategy and performance management techniques impact performance measurement and management practices of organisations. A novel visual performance management approach is developed and implemented in qualitative case studies with seven manufacturing SMEs across Europe. The implementation cases demonstrate that visual management systems serve to support ongoing strategy development and implementation, facilitate performance measurement and review, enable people engagement, improve internal and external communication, enhance collaboration and integration, support the development of a continuous improvement culture and foster innovation. Additional explorative and longitudinal research is required to understand the long-term impact of such approaches in both small and larger organisations. [ABSTRACT FROM PUBLISHER]

Copyright of Amman Arab University Journal is the property of Amman Arab University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The research aims to design a performance improvement framework for a new model of sports shoes to increase the ramp-up process time. Methodology/Approach: The approach used the problem-solving system of 8 disciplines, Single Minute Exchange Dies, Visual Management, and the Just In Time principle. Findings: By using the methods described above, the research findings will have a positive impact on the company. Model changeover time was reduced from 600 minutes to 102 minutes, and ramp-up time was reduced from 20 days to 2 days. Research Limitation/Implication: The limitation of this study was that only the CK2946 model was still done as a case study. The cost and other inhibiting factors were also not included in the discussion of this rump-up process. Originality/Value of paper: By integrating SMED, Just In Time, visual management, and using 8-Dicipline, the researcher developed a framework for improved performance for ramping up a new model of sports shoes. Category: Case study [ABSTRACT FROM AUTHOR]

One of the most important enablers of continuous improvement sustainability is ease of communication, and doing so in a way that can be understood by all employees and allows information to flow rapidly throughout the company. Visual Management (VM) provides significant benefits in communication and standardisation which boosts the effectiveness of improvement systems. This article presents an in-depth literature review about the concept of VM and its benefits, and provides results from an exploratory study carried out in the Basque Country that aims to ascertain the usage of VM in 52 companies. Based on a literature review, 20 different VM elements were identified for improving the workplace. The implementation of these elements was studied, as was the relationship of VM with employee participation systems. The results of this study show a general moderate implementation of VM tools in companies with implementation levels differing according to company size. Some of the lowest scores are detected in the areas of visual control of quality, the displaying of indicators and process visibility. Moreover, statistical differences were identified between the implementation of suggestion systems and improvement teams and the implementation level of VM tools. [ABSTRACT FROM AUTHOR]

The construction industry is undergoing a digital transformation, with the goal of developing long-term solutions that promote construction companies’ alignment with market demands and that empower them to reduce production losses as much as possible. The purpose of this paper was to evaluate a gamified model for disseminating production information in the construction industry using visual management. This was a qualitative exploratory study that employed the Design Science methodology and the Design Science Research method. The model was designed, developed, and evaluated by 35 people, including 10 off-site users who focused on usability, user experience, and model promotability, 15 engineers, and 10 workers who considered user experience and promotability. Employees and managers thought the model was excellent, while outside users thought it was good. Furthermore, the evaluators made suggestions for improvements aimed at achieving excellence. We conclude that the proposed model improves production information dissemination in construction by considering the target audience’s digital inclusion and knowledge diffusion within work teams.

There are various Lean tools available to increase the value of construction projects, this paper mainly talks about the Visual Management tools that help in improving the efficiency and value of the construction project. The methodology adopted for the study is to collect the data using structured survey on the usefulness and importance of 12 lean tool and techniques identified from the literature review. A five point likert scale have been used for collection of data from pan India basis. A total of 153 valid response were received and analysed using Excel spread sheets and SPSS 23 software. Reliability analysis, relative importance index, cluster analysis were performed on the data collected. The findings of the study concludes that the most significant and important lean tool and techniques were Big rooms, 5S, LPS, and BIM having a RII value of 92%, 91%, 90%, and 88% respectively. [ABSTRACT FROM AUTHOR]

Responding to increasingly demanding customers, facing global competition and managing the life cycle of a product are all instances of problematic situations that force different players in the fashion, textiles and clothing industry to be more creative in their search for solutions. It therefore becomes in some cases a priority to implement simple systems in order to ensure the availability of tools and information, so that teams can react quickly to problems that slow down product development. The goal was to improve and facilitate the processes of innovation and clothing conceptualization while having a more reliable performance and a greater capacity for adaptation during the creative processes. Various tools have been developed over the past few years, such as mind mapping and several visual mapping tools in order to organize, communicate and maintain knowledge regarding collection design in the fashion industry. It is a practice open to organizing ideas and collaborating on a specific topic, all of this through a graphic representation that is creative and adapted to the development of thought. This article describes the characteristics and relevance of the application of visual mapping tools in the context of product development from a study with fashion designers. The results of this project confirm that the heuristic approach in a design process could potentially facilitate the marketing of fashion clothing products. [ABSTRACT FROM AUTHOR]

Space is a construction resource not to be overlooked during project scheduling, production planning, and control. When space use over time is not planned, trades may get stacked in areas of the jobsite that are labor intensive, which may hamper productivity and cause safety concerns. Augmenting traditional scheduling representations, spatiotemporal modeling in construction considers both space and time to depict ongoing construction work. This paper presents a simple space scheduling program called LoSite that helps workers involved in doing the work visualize the work schedule, facilitates production control, and fosters transparency in daily coordination of work space among trades. LoSite was implemented in Microsoft Excel. The researchers prototyped, deployed, and tested the space scheduling program to visualize construction work being done during the interiors phase of an open-space office building. Successes of the program as well as limitations to its full adoption by the team are discussed in this paper. LoSite delivers proof-of-concept that space-use visualization, even on a large-scale project, can be accomplished effectively using software that is readily available and familiar to many people.

This paper discusses a performance evaluation model of the visual management (VM) case-base. The research procedure of this paper consists of the following three phases: (1) formulation of the proposed model integrated by Quantification Theory Category III and the Analytic Hierarchy Process (AHP); (2) construction of relational data between VM cases selected from the constructed case-base and typical Key Performance Indicators (KPIs), i.e. quality, delivery, cost, etc.; and (3) preliminary experimentation to confirm the utility of the proposed model derived in the first phase based on the relational data derived in the previous phase. Using the experimental results, an evaluation of the constructed case-base performance and each VM case's contribution to each KPI is possible. [ABSTRACT FROM AUTHOR]

Visual awareness is essential to developing and implementing visualizations that meet the needs of crossfunctional teams. The theoretical and practical domain of information design can potentially play a major role in such collaborative working processes by improving flows of relevant information and aiding communication between stakeholders. We argue that one way this can be achieved is by exploiting the boundary object concept, in combination with knowledge from the visual field, and recommending guidelines intended to help clients formulate requirements when planning factory layouts which, with appropriate modification, may also provide support in similar situations. Our suggested guidelines for constructing block layouts and diagrams in factory layout planning highlight the value of simple visualizations based on spatial relationships; utilizing information on available spaces, sizes of machines, and their relationships to human proportions. Such block layouts and diagrams can also be used for ergonomic planning and logistics. The visuals can act as boundary objects between various stakeholders, including those who create CAD models in VR environments. [ABSTRACT FROM AUTHOR]

The technologies of Industry 4.0 provide an opportunity to improve the effectiveness of Visual Management in manufacturing. The opportunity of improvement is twofold. From one side, Visual Management theory and practice can inspire the design of new software tools suitable for Industry 4.0; on the other side, the technology of Industry 4.0 can be used to increase the effectiveness of visual software tools. The paper first explores how the theoretical result on Visual Management can be used as a guideline to improve human-computer interaction, then a methodology is proposed for the design of visual patterns for manufacturing. Four visual patterns are presented that contribute to the solution of problems frequently encountered in discrete manufacturing industries; these patterns help to solve planning and control problems thus providing support to various management functions. Positive implications of this research concern people engagement and empowerment as well as improved problem solving, decision-making and management of manufacturing processes.

Purpose: This study comprised two main goals. The first goal demonstrates how LT (Lean Tools) allows the highest impact during the implementation phase.The second goal consisted of introducing procedure changes based on the Management of Human Resources through Lean Leadership tool. The target for these two objectives is to achieve an increase of 5% in machine occupancy rate and a reduction of 10% regarding the costs of defective products per hour. Methodology/Approach: The research methodology is a Action-Research/Research-Action developed by Professor Kurt Lewin of MIT that goes through cycles of five stages: Diagnosis; Planning; Implementation; Evaluation, Conclusions. Findings: Regarding the two objectives above mentioned, it was observed an increase of 8.5% in machine occupancy rate and a reduction of 27.9% regarding the costs per hour of defective products. It was created an additional motivation in the employees and very satisfying results in every production. Research Limitation/implication: The study is limited to a Portuguese Small and Medium-sized Enterprise (SME) in the metalworking sector. Originality/Value of paper: Lean tools can be rapidly and easily implemented and quickly understood by the workers. With that implementation, the occupation of the machines has increased and the defects and their costs have decreased, so the added value grows.

Purpose: This study comprised two main goals. The first goal demonstrates how LT (Lean Tools) allows the highest impact during the implementation phase. The second goal consisted of introducing procedure changes based on the Management of Human Resources through Lean Leadership tool. The target for these two objectives is to achieve an increase of 5% in machine occupancy rate and a reduction of 10% regarding the costs of defective products per hour. Methodology/Approach: The research methodology is a Action- Research/Research-Action developed by Professor Kurt Lewin of MIT that goes through cycles of five stages: Diagnosis; Planning; Implementation; Evaluation, Conclusions. Findings: Regarding the two objectives above mentioned, it was observed an increase of 8.5% in machine occupancy rate and a reduction of 27.9% regarding the costs per hour of defective products. It was created an additional motivation in the employees and very satisfying results in every production. Research Limitation/implication: The study is limited to a Portuguese Small and Medium-sized Enterprise (SME) in the metalworking sector. Originality/Value of paper: Lean tools can be rapidly and easily implemented and quickly understood by the workers. With that implementation, the occupation of the machines has increased and the defects and their costs have decreased, so the added value grows. [ABSTRACT FROM AUTHOR]

Cross-docking is a logistic strategy widely adopted both in manufacturing and distribution contexts. Despite the huge number of researches on this topic, most of them remain rather theoretical as they do not pay enough attention to operational aspects and daily functioning patterns of cross-dockings. This article aims at introducing a new focus for cross-docking research by proposing a visual planning solution to manage daily operation of a manufacturing cross-docking. By avoiding complex optimization algorithms and by adopting concepts belonging to the lean management theory, the article shows the potential of visual planning techniques to improve performance of cross-dockings. Starting from a specific industrial context, the shipping warehouse of an Italian company of the oil andand gas sector, a visual management methodology has been proposed to support the operation of cross-dockings. Although developed in a particular context, the proposed methodology and its underlying principles are to be considered general and potentially applicable to a wide range of cross-dockings. The methodology fully exploits an analytical tool, namely, the Safety Margin coefficientthat could be used for capacity planning purposes and to evaluate quantitatively the system performance at a given time instant. [ABSTRACT FROM AUTHOR]

Copyright of Polish Journal of Management Studies is the property of Czestochowa University of Technology, Faculty of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Total Productive Maintenance (TPM) is one of the ways to ensure efficient production processes. TPM is primarily associated with the management of maintenance of production equipment. This article deals with the possible implementation of total productive maintenance in other field of maintenance of working means, and it the maintenance of preparations. Experience from practice shows that TPM approaches may be suitable for the maintenance management in this field. In this article are stated the conclusions drawn from the implementation of the principles of TPM in a concrete enterprise having available about 14,400 preparations.