Management
Visual management: first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to choose indicators that genuinely serve, a ritual you can hold, and rules that stop the tool turning into surveillance.
What you will be able to do
- Understand the strengths and uses of visual management
- Strengthen your team's performance and sense of ownership
- Put the tool in place
- Master running the tool and handle any resistance to it
Programme
Opening round and expectations
- Each participant's expectations on the subject
- Common-thread workshop: an analysis focused on your own department
The fundamentals of visual management
- What visual management is, and what you can expect from it
- Making team communication and mobilisation easier
- The power of visual communication
- The posture of a visual manager
- What is worth measuring in your team
- Common-thread workshop in pairs: what concrete benefit would your department get from it?
Where visual management applies
- Steering a team's activity and performance
- Setting up key standards and quality, customer-service or safety markers
- Common-thread workshop: defining your department's criteria
Keys to an effective implementation
- Ritualising: who facilitates, how often, in what form (top-down, delegated, co-development)
- Defining the ground rules and values that frame the tool
- Indicators aligned with the vision and the team, and readable colour codes
- Everyone's posture: open questions, rephrasing, non-violent communication
- Common-thread workshop: who will facilitate, how often, with which rules and values?
Continuous improvement
- The Deming cycle (PDCA)
- Running retrospectives: what works, what works less well
- Making results visible for more transparency and responsiveness
- Mind mapping and solution trees as shared thinking methods
- Common-thread workshop: which topics deserve collective thinking, and with which method?
Designing the implementation steps
- The rules and stages of change, and why co-construction matters
- Logistics: materials, boards, locations
- Common-thread workshop: announcing the change and the working sessions, involving one team member and then the team
What this training gives you
Capturing attention, motivating people and involving them in the main performance objectives, the key success criteria, the working standards and the safety rules. How do you mobilise the team around these subjects while giving them ownership? How do you strengthen cohesion and deal with issues and blockers as they come up?
This introduction to visual management lets you take the first steps of the method.
A first level, not a Lean training
The day is for managers and team leaders, possibly with their teams, and is taken with the manager of the team concerned. It is not a Lean training: project leads can be directed to a second level designed specifically for them.
Questions about this training
Is this a Lean training?
No. It is an introduction to visual management for managers and team leaders: making objectives, standards and results visible, and running the tool with the team. Project leads can be directed to a second-level training dedicated to them.
Should the team attend with its manager?
That is the prerequisite: participants work in a team and follow the training with that team's manager. Managers may also attend together with their teams.
What is the common thread of the day?
A running workshop on the participants' own department: what to measure, who facilitates, at what pace and with which rules, and how to announce the change and involve the team.
Related trainings
The manager-leader toolkit
The firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
Non-financial motivation levers and team coaching
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that people take on as their own.
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen. One day to set clear rules from the start, install rituals you genuinely keep, and learn to recognise and to correct people without body language to lean on.