Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Building the Fit Organization (with guest presenter Dan Markovitz)

Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.

Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703

Subscribe: www.ksmartin.com/subscribe.

Book: http://amzn.to/1lCeAwj

Livres associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

Livres audio associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir
  • Soyez le premier à commenter

Building the Fit Organization (with guest presenter Dan Markovitz)

  1.  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
  2. 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
  3. • 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
  4. JargonJapanese Toyota
  5. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  6. Drive out fear, so that everyone may work effectively for the company. - W. Edwards Deming “
  7. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  8. Sustained (10%) Regressed
  9. 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.
  10. Who am I to tell the customer his jacket is ugly? - Ed Schmults, CEO, Wild Things Gear “
  11. Bilder & De Clercq (Amsterdam)
  12. Bespoke Bicycles (London)
  13. After Before MRI WaitTime (Weeks) 2 weeks Revenue: + $5M 16 weeks
  14. Process-Oriented KPIs
  15. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  16. Marketing Design Development Engineering Purchasing Logistics Product for all customers
  17. 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
  18. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  19. Choice is Paralyzing # of choices (to-do list) Ability to choose & act
  20. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  21. Master Schedule Critical 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
  22. 1. Commit to improvement 2. Increase value. Don’t cut costs. 3. Think horizontally. 4. Standard work. 5. Visual management. 6. The coaching triangle.
  23. 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 LeanTurnaround
  24. Company President
  25. The most powerful improvement tool we have is our employees’ brains. - Carolyn Brodsky, Sterling Rope
  26. 917 364 1864 dan@markovitzconsulting.com www.markovitzconsulting.com @danmarkovitz
  27. info@ksmartin.com @karenmartinopex Free resources, blog, newsletter: www.ksmartin.com/subscribe Webinars: www.ksmartin.com/webinars

×