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Guerilla Lean: How to Make Lean Work for You When Your Leadership Doesn’t Get It Guest Presenter: Dan Markovitz March 1,...
 Founder of TimeBack Management consulting company  Faculty member at the Lean Enterprise Institute  Teaches at Ohio S...
A Factory of One
- Information - Customer requests - Ideas - Pizza - Beer - Soda & Red Bull
Ignore the Culture
You don’t need Permission
What’s the value? What’s the waste?
Lean Tools: 5S
Lean Tools: Visual Management
Choice is Paralyzing Ability to choose & act # of choices (to-do list)
Live in your calendar. (Not your inbox.)
Lean Tools: Flow
A little experiment. . .
I h ave a cat 1 2 3 4 5 6 7 8 9
I have a cat 123456789
“ To be effective, every knowledge worker needs to dispose of time in fairly large chunks. To have small dribs and drabs ...
Lean Tools: Standard Work
Footwear Prototype Review Sheet UPPER Shoelace length Number of eyelets Tongue length Toe reinf. coverage Heel counter he...
Lead by Example Live the Example
Now, you. daniel markovitz 917 364 1864 www.timebackmanagement.com
2012 Webinars Month Topic March 22 The Outstanding Organization: Achieving Clarity April 5 The Outstanding Organizati...
For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Email: ksm@ksmartin...
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It
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Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It

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Recorded webinar: http://slidesha.re/1avP8Te

Subscribe: http://www.ksmartin.com/subscribe

To purchase Dan's book: http://bit.ly/AFOObook

Karen’s Books: http://ksmartin.com/books

Every lean practitioner says that leadership support is required to reap the benefits of adopting Lean practices.

Wrong.

You can apply lean principles and tools such as visual management, flow, pull, 5S, and kaizen to your individual work to improve efficiency, reduce waste, and link yourself ever more closely to customer value.

While it's true that applying lean at the individual level won't lead to an overnight revolution in corporate performance, it can lead to success stories that can get your leadership to sit up and pay attention.

Guest presenter Dan Markovitz will share specific strategies from his new book, A Factory of One, that will help you use lean principles to make yourself and your teams more effective—whether or not leadership gets it.

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Guerrilla Lean: How to Make Lean Work for Your When Your Leadership Doesn't Get It

  1. Guerilla Lean: How to Make Lean Work for You When Your Leadership Doesn’t Get It Guest Presenter: Dan Markovitz March 1, 2012
  2.  Founder of TimeBack Management consulting company  Faculty member at the Lean Enterprise Institute  Teaches at Ohio State University’s Fisher School of Business & Stanford University Continuing Studies Program  Author of A Factory of One  Email: dan@timebackmanagement.com  Twitter: @timeback Dan Markovitz 2
  3. A Factory of One
  4. - Information - Customer requests - Ideas - Pizza - Beer - Soda & Red Bull
  5. Ignore the Culture
  6. You don’t need Permission
  7. What’s the value? What’s the waste?
  8. Lean Tools: 5S
  9. Lean Tools: Visual Management
  10. Choice is Paralyzing Ability to choose & act # of choices (to-do list)
  11. Live in your calendar. (Not your inbox.)
  12. Lean Tools: Flow
  13. A little experiment. . .
  14. I h ave a cat 1 2 3 4 5 6 7 8 9
  15. I have a cat 123456789
  16. “ To be effective, every knowledge worker needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours. ”
  17. Lean Tools: Standard Work
  18. Footwear Prototype Review Sheet UPPER Shoelace length Number of eyelets Tongue length Toe reinf. coverage Heel counter height Ankle collar height COMMENTS       MIDSOLE Medial density Lateral density Medial sculpting Forefoot undercut Heel bevel      OUTSOLE Flex grooves  First met. head coverage  Lateral heel design  Trustic density 
  19. Lead by Example Live the Example
  20. Now, you. daniel markovitz 917 364 1864 www.timebackmanagement.com
  21. 2012 Webinars Month Topic March 22 The Outstanding Organization: Achieving Clarity April 5 The Outstanding Organization: Achieving Focus May 3 The Outstanding Organization: Achieving Discipline May 17 The Outstanding Organization: Achieving Engagement The Outstanding Organization by Karen Martin Book launch – May 18, 2012 Available for preorder on www.Amazon.com 34
  22. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Email: ksm@ksmartin.com Twitter: @karenmartinopex Monthly newsletter: www.ksmartin.com/subscribe 35

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