Building the Fit Organization (with guest presenter Dan Markovitz)
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Transcript of Building the Fit Organization (with guest presenter Dan Markovitz)
![Page 1: Building the Fit Organization (with guest presenter Dan Markovitz)](https://reader031.fdocuments.in/reader031/viewer/2022030310/58f9a779760da3da068b5a37/html5/thumbnails/1.jpg)
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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
www.ksmartin.com/subscribe
Shingo Award Winning
Shingo Award Winning
2
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After the Webinar…• Please provide feedback• Materials: www.slideshare.net/karenmartingroup• Recorded webinars:
• www.ksmartin.com/webinars• www.youtube.com/karenmartingroup• www.vimeo.com/karenmartingroup• www.slideshare.net/karenmartingroup
3
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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
[email protected]@danmarkovitz
Dan Markovitz
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JargonJapanese
Toyota
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
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Drive out fear, so that everyone may work effectively for the company.
- W. Edwards Deming“
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
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Sustained (10%)
Regressed
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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.
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Who am I to tell the customer his jacket is ugly?- Ed Schmults, CEO, Wild Things Gear“
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Bilder & De Clercq (Amsterdam)
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Bespoke Bicycles (London)
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After
Before
MRI Wait Time (Weeks)
2 weeks
Revenue: + $5M
16 weeks
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Process-Oriented KPIs
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
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Marketing
Design
Developm
ent
Engineering
Purchasing
Logistics
Product for all customers
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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
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
![Page 43: Building the Fit Organization (with guest presenter Dan Markovitz)](https://reader031.fdocuments.in/reader031/viewer/2022030310/58f9a779760da3da068b5a37/html5/thumbnails/43.jpg)
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Choice is Paralyzing
# of choices (to-do list)
Ability to choose & act
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
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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
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1. Commit to improvement2. Increase value. Don’t cut costs.3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
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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
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Company President
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The most powerful improvement tool we have is our employees’ brains.
- Carolyn Brodsky,Sterling Rope
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[email protected]@karenmartinopex
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