LeanOperational ExcellenceVisual Management
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Short interval animations, also called short interval control (SIC) or short interval management (SIM) is a dynamic management tool derived directly from Lean management, widely used in all manufacturing industries. It ensures communication between different departments or hierarchical levels through short, regular meetings while relying on other Lean management practices and visual management.
To ensure the positive impact of these SICs, it is essential to identify the key elements that make these animations effective, both in the setup of these meetings and in their facilitation. In this article, we will explore the various steps to implement SICs in an industrial environment.
Regular team meetings can often become burdensome for managers and operators alike. Long, tedious meetings that lack preparation and fail to result in concrete actions are common issues. Short-interval control meetings help avoid these problems. The SIC method involves organizing daily or weekly meetings at a fixed time, usually lasting no more than 15 minutes, with the objective of managing production performance, identifying problems, and escalating some issues to higher management levels if necessary.
Multiple series of SICs are implemented at various hierarchical levels, facilitating effective communication and problem escalation. Here is a typical structure of SICs in an industrial production context:
My advice: The more extensive the system, the more complex it becomes. Therefore, it’s wise to start with a pilot line or sector before deploying SIC across the entire site.
These meetings generally take place where value is created, i.e., on the gemba (the workplace). Additional SIC loops can be added if necessary in larger or more complex environments.
The first step in setting up SICs is to clearly define the objectives and choose relevant key performance indicators (KPIs). These KPIs should initially reflect the company’s strategic objectives, as SICs must help track progress toward long-term goals. For instance, if one of the main objectives is productivity improvement, indicators like the overall equipment effectiveness (OEE) will be valuable to monitor regularly.
My advice: Use the SQCDP method to ensure you cover all important aspects of activity when choosing your indicators.
The KPIs should also be easily measurable and understandable for all SIC participants. If the chosen indicators are too abstract or can only be understood by a small portion of participants, identifying problems and finding solutions will be hindered.
Finally, the indicators should be relevant to the teams and should ensure the ability to trigger corrective actions as soon as a problem is identified.
Here are some examples of indicators that can be used in specific areas:
Key takeaway: The goal is not to solve problems in-depth but to identify them and implement priority actions based on detected discrepancies.
Once relevant indicators have been selected, it is essential to choose the right tools to make this information accessible and understandable immediately. Visual management addresses this need, offering various tools to display data in graphic form, enhancing the understanding of critical information.
My advice:
Ensure the display of three types of information:
Visual management tools like digital dashboards (e.g., iObeya), andons, or huddle boards can be used during SICs.
Defining the list of participants in a short-interval meeting is crucial to ensure proper representation of all involved actors at every level of the company. Another key element of SICs is that they must involve multidisciplinary teams and cover all hierarchical levels. All trades and support functions must be represented in at least one of the SIC loops.
The first loops (SIC 0 or SIC 1) should involve production operators, maintenance workers, and metrologists, along with team leaders. The SIC level 2 loops should involve production, quality, maintenance, logistics managers, as well as technical and IT support if necessary.
In some SIC loops, it may even be relevant to include HR or administrative teams when needed.
Facilitation is another key factor that will make a meeting effective. First, the duration should be limited (5 to 15 minutes for SIC 0 or SIC 1) to maintain the attention of all participants. The frequency should be adapted to the needs and operational context. The location is also crucial, with meetings ideally taking place in a dedicated space near the work areas.
My advice: Use well-known facilitation techniques like Gemba walks or Stand-up meetings.
The roles of participants should also be well-defined so that everyone feels involved. A facilitator should lead the meeting, while other participants provide updates or report problems encountered in production.
To simplify follow-up, relying on recognized problem-solving methods is recommended. The most commonly used are the PDCA (Plan, Do, Check, Act) cycle, which helps structure problem-solving and quickly test proposed solutions, or the 5 Whys method, which helps identify the root causes of a problem.
Finally, rigorous follow-up is essential, with documentation of all actions and decisions, allowing each new SIC to review the progress or effectiveness of previous actions.
Monitoring pre-selected KPIs daily helps identify problems quickly. However, the strength of short-interval meetings lies in the immediate application of corrective actions. As soon as a discrepancy or problem is identified, it should be quickly analyzed to understand its root causes, using methods like the 5 Whys or the Ishikawa diagram.
Once the causes are identified, short-term corrective actions must be implemented immediately to solve the problem temporarily, while longer-lasting corrective actions are developed. The implemented actions are then analyzed in subsequent SICs to assess their relevance and effect on the identified problems.
If deeper issues are found, they should be addressed using structured problem-solving methods like DMAIC.
Short-interval meetings fit perfectly into a broader continuous improvement process for several reasons. They provide ongoing monitoring of key indicators, contributing to improved operational performance.
They support the Kaizen initiative, which aims to bring small, incremental improvements that result in significant long-term gains. A culture of engagement and accountability within teams is also strengthened, as they are directly involved in solving identified problems and can see the concrete impact of their actions on the indicators monitored daily.
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