By Jon Miller | Post Date: March 10, 2008 11:03 AM | Comments: 4
Over the weekend I had the opportunity to visit Home Depot in an attempt to answer the question, "How many jet-lagged consultants does it take to screw in a light bulb?" Light bulbs successfully obtained, the candy at the checkout counter caught my eye, but not because of hunger. Here's a photo I snapped.
This example of visual management, unlike the candy bar, does not satisfy. We can clearly see identification of the fixed location and the fixed item, but there is some doubt as to the fixed quantity that belongs there. It's not hard to guess "one box" but it didn't appear to be specified visually.
Furthermore, and most importantly, they were out of product! Unless that is the normal condition for candy at Home Depot, it should be unambiguously identified as an abnormality. No one wants to see a badly jet-lagged and hungry consultant clawing pitifully at the photo of the candy bar on an empty shelf.
Unlike a line stoppage on a high volume production line or an alert to a nurse at a hospital, it's not a big deal that they were momentarily out of stock of a particular candy bar. I can totally understand that the floor supervisor wasn't writing up a corrective action A3 for this abnormal condition. Yet as an attempt at visual management, it was sweet but not satisfying.
How many consultants does it take to screw in a light bulb? Well, it depends.Comments are moderated to filter spam and inappropriate content. There may be a delay before your comment is published.