The visual workplace is a continuous improvement paradigm that is closely related to Lean , the Toyota Production System (TPS), and operational excellence yet offers its own comprehensive methodology  for significant financial and cultural improvement gains. Introduced by Gwendolyn Galsworth in her 1997 book Visual Systems, ., Galsworth, Gwendolyn (1997) Visual Systems: Harnessing the Power of a Visual Workplace AMACOM this system integrates and codifies the many iterations of visuality in the world of continuous improvement. Brief History of Visual Information Sharing Visual communication rests on the natural inclination of humans to use pictures, graphics, and other images to quickly and simply convey meaning and understand information. For instance, look at the practices and applications that civil engineers have developed to handle complex human interaction on our roads and highways,Manual on Uniform Traffic Control Devices Retrieved on 22 June 2016. as well as the entire field of wayfinding in public spaces  Wayfinding & Signing Guidelines for Airport Terminals Retrieved 23 Aug 2016. The same logic eventually migrated into the workplace, notably in post-war Japan, and most saliently at Toyoda Motors where visual applications (visual devices) became a commonplace element in the Toyota Production System (TPS).Hirano, H. (1995) 5 Pillars of the Visual Workplace, Productivity Press Other leading companies in Japan, such as Canon and Okidata, adopted many of the same practices. However, while visibility was clearly a part of Japan's success solution, it was only noticed—or cited in the literature—as a generalized principle and not a codified system or a framework of thinking. For example, Dr. Robert W. Hall, in his 1983 book, Zero Inventories, states: "Establishing visibility of all forms of production problems is very important. ... The entire idea is instant communication."Hall, Robert W. (1983). Zero Inventories, Homewood, Ill., Dow Jones-Irwin Japanese master practitioners also noted that visual devices made it easy to see the difference between normal and abnormal: " … abnormal conditions and problems need to be obvious enough to catch people's attention. Because of the emphasis on visual methods for quick information transfer, the practice is called ’ management by sight ’ or ‘visual control’ ."Suzaki, Kiyoshi (1987) The New Manufacturing Challenge The Free Press Suzaki also compared the responsiveness of a well-tuned production system with the way the human body responds to stimuli and problems: " … Corrective action is taken right away, just as our muscles pull our hand away when we touch a hot plate." Michel Greif's book, The Visual Factory Greif , Michel (1997) The Visual Factory Productivity Press conferred the name for the first time, though Dr. Greif's theme focused primarily on the ability of visual applications to increase the interest of hourly workers in their own performance and their participation in company improvement activities. A Codified System of Visual Functions Throughout this period (1983–1991), Gwendolyn Galsworth was head of training and development at Productivity Inc. in Cambridge, Massachusetts, a publishing, training, and consulting firm known for bringing the work of Japan's manufacturing leaders to the United StatesGalsworth headed study missions to Japan and observed visuality in Japan first-hand. She also had the opportunity of working one-on-one with many of Japan's seminal thinkers, including Taiichi Ohno, Ryuji Fukuda, and Shigeo Shingo. Dr. Shingo personally tasked Galsworth with developing his mistake proofing/poka-yoke methodology for western companies.Shingo, Shigeo (1986) Zero Quality Control Productivity Press It was the synthesis of all these factors and influences that lead Dr. Galsworth to develop and codify the many threads of visuality into a coherent methodology of the visual workplace. Basic Principles The key principle is to install vital information visually as close to the point of use as possible. When a step-by-step methodology is applied, the visual workplace targets the elimination of the seventh waste, motion, defined as moving without working. ''
The visual workplace is a continuous improvement paradigm that is closely related to lean manufacturing , the Toyota Production System (TPS), and operational excellence yet offers its own comprehensive methodology that aims for significant financial and cultural improvement gains. Introduced by Gwendolyn Galsworth in her 1997 book Visual Systems, Galsworth, Gwendolyn (1997) Visual Systems: Harnessing the Power of a Visual Workplace AMACOM this system integrates and codifies the many iterations of visuality in the world of continuous improvement. Brief history of visual information sharing Visual communication rests on the natural inclination of humans to use pictures, graphics, and other images to quickly and simply convey meaning and understand information. For instance, look at the practices and applications that civil engineers have developed to handle complex human interaction on our roads and highways,Manual on Uniform Traffic Control Devices Retrieved on 22 June 2016. as well as the entire field of wayfinding in public spaces . Wayfinding & Signing Guidelines for Airport Terminals Retrieved 23 Aug 2016. The same logic eventually migrated into the workplace, notably in post-war Japan, and most saliently at Toyoda Motors where visual applications (visual devices) became a commonplace element in the Toyota Production System (TPS).Hirano, H. (1995) 5 Pillars of the Visual Workplace, Productivity Press Other leading companies in Japan, such as Canon and Okidata, adopted many of the same practices. However, while visibility was clearly a part of Japan's success solution, it was only noticed—or cited in the literature—as a generalized principle and not a codified system or a framework of thinking. For example, Robert W. Hall, in his 1983 book, Zero Inventories, states: "Establishing visibility of all forms of production problems is very important. ... The entire idea is instant communication."Hall, Robert W. (1983). Zero Inventories, Homewood, Ill., Dow Jones-Irwin Japanese master practitioners also noted that visual devices made it easy to see the difference between normal and abnormal: " ... abnormal conditions and problems need to be obvious enough to catch people's attention. Because of the emphasis on visual methods for quick information transfer, the practice is called ' management by sight ' or 'visual control' ."Suzaki, Kiyoshi (1987) The New Manufacturing Challenge The Free Press Suzaki also compared the responsiveness of a well-tuned production system with the way the human body responds to stimuli and problems: " ... Corrective action is taken right away, just as our muscles pull our hand away when we touch a hot plate." Michel Greif's book, The Visual FactoryGreif , Michel (1997) The Visual Factory Productivity Press conferred the name for the first time, though Greif's theme focused primarily on the ability of visual applications to increase the interest of hourly workers in their own performance and their participation in company improvement activities. A codified system of visual functions Throughout this period (1983–1991), Gwendolyn Galsworth was head of training and development at Productivity Inc. in Cambridge, Massachusetts, a publishing, training, and consulting firm known for bringing the work of Japan's manufacturing leaders to the United StatesGalsworth headed study missions to Japan and observed visuality in Japan first-hand. She also had the opportunity of working one-on-one with many of Japan's seminal thinkers, including Taiichi Ohno, Ryuji Fukuda, and Shigeo Shingo. Shingo personally tasked Galsworth with developing his mistake proofing/poka-yoke methodology for western companies.Shingo, Shigeo (1986) Zero Quality Control Productivity Press It was the synthesis of all these factors and influences that lead Galsworth to develop and codify the many threads of visuality into a coherent methodology of the visual workplace. Basic principles The key principle is to install vital information visually as close to the point of use as possible. When a step-by-step methodology is applied, the visual workplace targets the elimination of the seventh waste, motion, defined as moving without working. 
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