building the fit organization (with guest presenter dan markovitz)

Consultant – We help clients in all industries and locations establish and grow Lean management systems.

Author & Speaker:

Karen Martin, President

The Karen Martin Group, Inc.

@karenmartinopex

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Shingo Award Winning

Shingo Award Winning

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After the Webinar…• Please provide feedback• Materials: www.slideshare.net/karenmartingroup• Recorded webinars:

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• President, Markovitz Consulting• Faculty, Lean Enterprise Institute• Lecturer, Ohio State University’s Fisher School of

Business and Stanford Graduate School of Business• Author and two-time Shingo Award-winner:

Building the Fit Organization and A Factory of One

dan@markovitzconsulting.com@danmarkovitz

Dan Markovitz

JargonJapanese

Toyota

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

Drive out fear, so that everyone may work effectively for the company.

- W. Edwards Deming“

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

Sustained (10%)

Regressed

I thought we were supposed to come up with ideas for reducing costs. I couldn’t think of any. But when you explained that kaizen was about saving time, making our work easier, and improving patient care, I realized I had a lot of ideas after all.

Who am I to tell the customer his jacket is ugly?- Ed Schmults, CEO, Wild Things Gear“

Bilder & De Clercq (Amsterdam)

Bespoke Bicycles (London)

After

Before

MRI Wait Time (Weeks)

2 weeks

Revenue: + $5M

16 weeks

Process-Oriented KPIs

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

Marketing

Design

Developm

ent

Engineering

Purchasing

Logistics

Product for all customers

Sales/Customer Service/Marketing/Logistics/etc.

Customer type

1

Customer-specific strategy

Customer-specific

KPIs

Sales/Customer Service/Marketing/Logistics/etc.

Customer type

2

Customer-specific strategy

Customer-specific

KPIs

Sales/Customer Service/Marketing/Logistics/etc.

Customer type

3

Customer-specific strategy

Customer-specific

KPIs

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

Choice is Paralyzing

# of choices (to-do list)

Ability to choose & act

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

Master ScheduleCritical

Milestones

Working Milestones

Parking Lot (waiting to be placed in a specific week)

Standard Colors Indicate Who is Responsible (Blue = Hixson, White = Client, Pink = Vendor, Yellow = Deliverable Date)

Planning Horizon Demarcation Line

1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.

You can’t just send a memo. You’ve got to lead it. Show them by example, do it on the shop floor. Learn by doing.

- Art Byrne,The Lean Turnaround

Company President

The most powerful improvement tool we have is our employees’ brains.

- Carolyn Brodsky,Sterling Rope

917 364 1864

dan@markovitzconsulting.com

www.markovitzconsulting.com

@danmarkovitz

info@ksmartin.com@karenmartinopex

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