Building the Fit Organization


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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. Shingo Award Winning Shingo Award Winning @karenmartinopex www.ksmartin.com/subscribe 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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Dan Markovitz • 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


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Toyota Japanese Jargon


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1. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. 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. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. The coaching triangle.


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Regressed Sustained (10%)


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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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MRI Wait Time (Weeks) Before After 16 weeks 2 weeks Revenue: + $5M


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Process-Oriented KPIs


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1. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. The coaching triangle.


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Logistics Purchasing Engineering Development Design Marketing Product for all customers


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Customer type 1 Customerspecific strategy Sales/Customer Service/ Marketing/Logistics/etc. Customerspecific KPIs Customer type 2 Customerspecific strategy Sales/Customer Service/ Marketing/Logistics/etc. Customerspecific KPIs Customer type 3 Customerspecific strategy Sales/Customer Service/ Marketing/Logistics/etc. Customerspecific KPIs


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1. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. The coaching triangle.


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Choice is Paralyzing Ability to choose & act # of choices (to-do list)


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1. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. The coaching triangle.


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Planning Horizon Demarcation Line Parking Lot (waiting to be placed in a specific week) Master Schedule Critical Milestones Working Milestones Standard Colors Indicate Who is Responsible (Blue = Hixson, White = Client, Pink = Vendor, Yellow = Deliverable Date)


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1. 2. 3. 4. 5. 6. Commit to improvement Increase value. Don’t cut costs. Think horizontally. Standard work. Visual management. 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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917 364 1864 [email protected] www.markovitzconsulting.com @danmarkovitz


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[email protected] @karenmartinopex Free resources, blog, newsletter: www.ksmartin.com/subscribe Webinars: www.ksmartin.com/webinars


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