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I see the same cycle in so many places.
This one, more or less:
Step 1. Altruistic leaders sincerely (?) ask the associates for their improvement ideas (a.k.a. suggestions, kaizens, CI’s, etc.) in an attempt to foment some daily kaizen.
Step 2. Associates (not all of them), somewhat skeptically, call leadership’s bluff and submit their ideas.
Labels, lines, and shadows have little personality. Their job is largely around identification, location, and quantity.
Visual performance metrics provide insight into the health of a process or value stream by comparing actual performance versus target within the context of people, quality, delivery, and cost.
Andons are dynamic in nature. They visually (and often audibly) signal abnormal conditions and trigger problem-solving...or at least, most immediately, problem containment.