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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
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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
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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
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
[email protected]@karenmartinopex
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