KaiNexus Webinar - Dan Markovitz, Building the Fit Organization

•

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In this webinar, internationally renowned author, speaker and coach Dan Markovitz dives into his new book, "Building the Fit Organization," distilling the lessons from the Toyota Production System into six core concepts, and couching them in the easily understandable language of physical fitness and athletic excellence—no Japanese, no English jargon, and no off-putting references to car companies.

Business

Host: Mark Graban
VP of Customer Success
mark@kainexus.com
@markgraban
Presenter: Dan Markovitz
Author & Consultant
dan@markvovitzconsulting.com
@danmarkovitz
Skip to slide #69 to watch this webinar

http://www.markovitzconsulting.com/
Skip to slide #69 to watch this webinar

JargonJapanese
Toyota
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1. Commit to improvement
2. 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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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 WaitTime (Weeks)
2 weeks
Revenue: + $5M
16
weeks
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Function Sample Process Metrics
HR · # of times an interview was rescheduled
· % of new hires that have everything ready
on their first day (computer passwords,
keys, etc.)
Surgery (healthcare) · hospital acquired infection rate
· OR utilization rate
· # of times procedures were
delayed/rescheduled due to incorrect
patient prep
Product development · # of spec changes after finalization
· % of sales samples delivered on time
· time from concept to first prototype
Customer service · customer satisfaction
· time required to respond to inquiries
· customer renewal rate
Manufacturing line · machine downtime
· defect rate
Finance · % of A/R less than 90 days
· time to cash
Process-Oriented KPIs
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Marketing
Design
Development
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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Choice is Paralyzing
# of choices (to-do list)
Ability to
choose & act
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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
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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 LeanTurnaround
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The most powerful improvement
tool we have is our employees’
brains.
- Carolyn Brodsky,
Sterling Rope
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Watch the Webinar
Building the Fit Organization

Bridging the Gap: How
to Turn Ideas into
Improvements
To learn about turning
ideas into improvements,
watch the full webinar:
Watch Now

Other Resources
Upcoming Webinars
KaiNexus Blog
Continuous Improvement eBooks

Thanks!
• Web:
– www.kainexus.com
– blog.kainexus.com
– www.markovitzconsulting.com
• Past Webinars:
– www.kainexus.com/webinars
• Social media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus
Mark Graban
@MarkGraban
mark@KaiNexus.com
Dan Markovitz
@danmarkovitz
dan@markovitzconsulting.com
(917) 364-1864

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