本书介绍了在增值级别上实现可视性的机制，即有意义的工作（WTMS）。本书中描述的逐步WTMS过程向运营商传授了一种行之有效的方法，将信息缺陷转化为视觉解决方案，让他们摆脱日常工作中的困扰。因此，操作员将他们的工作区域转变为一个会说话的工作环境——一个通过设计以视觉设备的形式共享重要信息的工作环境，帮助他们精确、完整地执行日常工作。
这种视觉转换方法的核心是Galsworth范式中一个独特的元素，称为I-driven，它认识到，如果给运营商机会学习如何做到这一点，他们将在公司的改进计划中追求自我领导。人们还认识到这样一个事实，即只有当同事们接受教育，并有机会学习和应用新的思维体系时，这种情况才会发生。作者称这种新系统为视觉思维。
本书详细介绍了学习途径，由数百个实际的视觉解决方案支持，由遵循该途径并成为自己视觉思考者的操作员开发——我驱动。他们成为自我领导者，掌控自己的世界，能够并愿意与他人分享自己的优势。通过这种方式，WTMS流程在公司的工作文化中产生了深刻而持久的变化，从而建立了创造力和所有权。因此，该组织的领导框架扩大到包括运营商。
有效应用本书中详述的WTMS流程后，当地KPI（包括生产率、准时交付、质量和成本）提高15%至30%；这些数字被记录下来，并在本书的几页中呈现出来。
这本书是为操作员编写的，包括大量彩色照片，其中大部分是视觉思考者创造的视觉解决方案，他们自己也经历了这个过程。所有这些都有完整的标题和深思熟虑的描述。这本书还包括12项任务，管理者执行这些任务以支持他们在操作员级别上寻求的任务。WTMS教授视觉设备将信息转化为精确的行为，通过视觉解决方案嵌入并保持精确性。精度是由执行它的同一个操作员内置的。这是I驱动的视觉企业的核心。一旦学会并投入使用，这种模式允许组织承担任何新的改进工作。组织一致性和团队合作已被重新定义并付诸实施。
Work That Makes Sense: Operator-led Visuality, 2nd Edition
This book presents the mechanics of implementing visuality on the value-add level known as Work That Makes Sense (WTMS). The step-by-step WTMS process described in this book teaches operators a proven method for translating information deficits into visual solutions that take the struggle out of their day-to-day work. As a result, operators transform their work area into a work environment that speaks–a work environment that, by design, shares vital information in the form of visual devices that help them perform their day-to-day work with precision and completeness.
At the heart of this visual conversion approach is an element unique to Galsworth’s paradigm called I-driven that recognizes that operators will pursue self-leadership in the company’s improvement initiatives if they are given the opportunity to learn how to do so. Also recognized is the fact that this can only happen if associates are taught–and given the opportunity to learn and apply a new system of thinking. The author calls this new system visual thinking.
This book provides that learning pathway, in detail, supported by hundreds of actual visual solutions, developed by operators who have followed that pathway and become visual thinkers for themselves–I-driven. They become self-leaders, in control of their corner of the world and able and willing to share their strengths with others. In this way, the WTMS process produces a deep and abiding change in the company’s work culture that builds creativity and ownership. As a result, the organization’s leadership framework widens to include operators.
When effectively applied the WTMS process detailed in this book produces 15% to 30% improvement in local KPIs, including productivity, on-time delivery, quality, and costs; these figures are documented and presented in the pages of this book.
Written for operators, this book includes a wealth of color photographs, the majority of which are visual solutions created by visual thinkers who have lived this process for themselves. All are fully captioned and thoughtfully described. The book also includes twelve tasks that managers implement in support that they seek on the operator level. WTMS teaches that visual devices translate information into exact behavior, embedding and sustaining precision through visual solutions. Precision is built in by the same operators who execute it. This is the heart of an I-driven visual enterprise. Once learned and operationalized, this paradigm allows the organization to take on any new improvement effort. Organizational alignment and teamwork have been redefined and operationalized.
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