Tag Archives: Pulse meetings

Pulse meetings are daily stand-up meetings in front of a pulse board. On the pulse board contains information for visual control and fault tolerance (jidoka). All parts of the business to be controlled with pulse meetings: business management, product management, marketing, R & D, purchasing and so on.

Pulse Meetings Are Short, Effective and Fun

Pulse meetings are short, daily standing meetings where a team plans their work with the help of a Pulse board. Pulse meetings are more interesting and more effective than standard meetings.

Pulsmöten med visuell styrning och jidoka

Pulse Meetings for Planning and Managing

Pulse meetings are a way to plan, organize and manage an organization. Instead of following traditional management philosophies, by holding Pulse meetings it’s possible to utilize the variety and uncertainty that exist in an organization. Pulse meetings are based on the lean principles of visual planning and fault tolerance (from the concept of jidoka). A Pulse board is required to hold a Pulse meeting.

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Visual Management Of Multiple Development Units

Visual management is a decentralized way of working in which team and project participants plan and manage their own work. Participation is necessary but can take place in different ways.

Visualization is a powerful tool that when used correctly can coordinate the work of both a team as well as the whole operation. Visualization requires some rules for cooperation between groups to work: updating the project status should be easy, highlighting problems must be simple to do and there can’t be any delays that would cause information to become old and unreliable. Also, it’s important to be able to see when the last update was made and this information must be available to everyone involved.

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Cross-Functional Work and Network Organizations

The best way to create cross-functional work is with the help of a fractal, shell-less network. This kind of an organization is quick and agile.

Cross-functional work (for example, projects, Scrum and management groups) are nowadays normal aspects of most operations. However, this was not the case when I started working in the early 80’s.

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