Go Visual: the library as visual workplace
BENEFITS
Improved
● accuracy ● productivity ● customer satisfaction
Reduced
● floor space needs ● processing time ● repeating work
SOLUTION AREAS where visual workspace can help
● circulation desk ● self check out
● acquisitions ● technical services
● reference & information desk ● loading dock & receiving room
● materials processing ● book repair
● ILL ● office
● print supply closets ● mailroom & shipping
● disaster supply closets ● storage
● gift processing ● book return
● cafe
THE SYSTEM
The 4 Types of Visual Devices
● TELL visual indicator - passive ex. signage for “new books,” opperating hours, & directories
● GRAB visual signal - assertive ex. lit signs, event banners, & audible alarms
● LIMIT visual control - aggressive ex. book return slots, security gates
● SUCCESS visual guarentee - absolute ex. computer passwords, library cards
The 5S of Visual Order
● SORT seiri sort & clear work area
● SET IN ORDER seiton organize & designate locations
● SHINE seiso cleanliness & appearance
● STANDARDIZE seiketsu everyone performs the same way
● SUSTAIN shitsuke maintain the first four principles
HOW TO GET STARTED
1. read & research basic visual work-
place conecpts
2. gather supplies
3. review work habits & work space
4. identify permanent locations for visual solutions
5. talk up improvments & show others
visit the LIBRARY as VISUAL WORKPLACE bloghttp://libraryworkplace.blogspot.com C O L L E G E L I B R A R Y
TELLvisual indicator
VISUAL INDICATORpassive: show, inform, suggest, indicate
Library Examples: • “new books” signage• operating hours• floordirectories
GRABvisual signal
VISUAL SIGNALassertive: alert, warn, prompt, announce grab attention with color, light, & sound
Library Examples: • lighted signs• event banners• audible alarms
LIMITvisual control VISUAL LIMIT
aggressive: constrain, control, limit, restrict limit behavior via size, design, & number
Library Examples: • book return slots• security gates• recycle bins
SUCCESSvisual guarentee
VISUAL SUCCESSabsolute: eliminate, prohibit, enforce, ensure only allows for correct response
Library Examples: • computer passwords• library card numbers
VISUAL WORKPLACEA Visual Workplace is a self-ordering, self-explaining, self-regulating, and self- improving work environment - where what is supposed to happen does happen, on time, every time, day or night - because of visual solutions.~ Visual Workplace expert Gwendolyn D. Galsworth
VISUAL MANAGEMENTVisual Management is a system that adds visual depth and consistency to an organization’s messages about it’s mission and goals. It does this by converting infor-mation about the company, its customers, and its performance into graphic displays which cannot be ignored.~ Visual Management experts Stewart Liff and Pamela Posey
THE SYSTEM
BENEFITS1. read & research visual workplace conecpts2. gather supplies 3. review work habits & work space 4.findsetlocationsforvisualsolutions5. talk up improvments & show others
• Tell indicator
• Grab signal
vısualLibrary as Visual Workplace
5S of Visual Order: 4 Types of Visual Devices:
1. Sort2. Set in Order3. Shine
4. Standardize5. Sustain
GO
• Limit control
• Success guarentee
Improved • accuracy• productivity• customer satisfaction
Reduced • floor space needs• processing time• repetition
GET STARTED
LEARN MORE
http://libraryworkplace.blogspot.com
Christopher Raab Franklin & Marshall College [email protected]
Jessica Gutacker Franklin & Marshall College Manheim Township Public Library [email protected]
BOOKS & ARTICLES
•ChristopherRaab,“VisualManagementforLibraries”inLibraryLeadership&Management(May2014), p.1-7orhttp://journals.tdl.org/llm/index.php/llm/article/view/7067
•StewartLiff,“ShapingSpaceforSuccess:ThePowerofVisualManagement”inPublicManager (Spring2012),p.30-35orhttp://www.thepublicmanager.org/docs_articles/current/Vol41,2012/Vol41,Issue01/Vol41N1_shapingspacefor.pdf
•ChristopherRaab,“TheLibraryAsVisualWorkplace”inTheJournalofCreativeLibraryPractice (February11,2013)orhttp://creativelibrarypractice.org/tag/christopher-raab/
•LeanLibraryManagement:ElevenStrategiesforReducingCostsandImprovingCustomerServices,JohnHuber(Neal-Schuman,2011)
•WorkThatMakesSense:Operator-LedVisuality,GwendolynGalsworth(Visual-LeanEnterprisePress,2010)
•5SFortheOffice:OrganizingtheWorkplacetoEliminateWaste,ThomasAFabrizio&DonTapping (ProductivityPress,2006)
•TonyaVinas,“GoVisual”inMaterialHandlingManagement(October,2006),p.28-31
•VisualWorkplace/VisualThinking:CreatingEnterpriseExcellenceThroughtheTechnologiesofthe VisualWorkplace,GwendolynGalsworth(Visual-LeanEnterprisePress,2005)
•SeeingIsBelieving:HowtheNewArtofVisualManagementCanBoostPerformanceThroughoutYour Organization,StewartLiffandPamelaPosey(Amacom,2004)
•VisualSystems:HarnessingthePowerofaVisualWorkplace,GwendolynGalsworth(Amacom,1997)
•5PillarsoftheVisualWorkplace:TheSourcebookfor5SImplementation,HiroyukiHirano (ProductivityPress,1995)
VENDORS & RESOURCES
•VisualWorkplaceInc. http://www.visualworkplaceinc.com/
•VisualWorkplaceInc.PhotoGalleries http://www.visualworkplaceinc.com/ss-examples.html
•Brady http://www.bradyid.com/bradyid/cms/con-tentView.do/6974/Visual-Workplace.html
•CreativeSafetySupply http://www.creativesafetysupply.com/
vısualGO
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