The document highlights the expertise of Karen Martin and Dan Markovitz in implementing lean management systems across various industries. It emphasizes core principles like commitment to improvement, increasing value without cutting costs, and effective management strategies. Additionally, it offers resources for further learning, including webinars and free materials.

2.  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
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Shingo Award
Winning
Shingo Award
Winning
2

3. After the Webinar…
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4. • 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

9. JargonJapanese
Toyota

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

18. Drive out fear, so that everyone
may work effectively for the
company.
- W. Edwards Deming
“

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.

26. Sustained
(10%)
Regressed

27. 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.

28. Who am I to tell the customer his jacket is ugly?
- Ed Schmults, CEO, Wild Things Gear
“

29. Bilder & De Clercq (Amsterdam)

30. Bespoke Bicycles (London)

33. After
Before
MRI WaitTime (Weeks)
2 weeks
Revenue: + $5M
16 weeks

34. Process-Oriented KPIs

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

39. Marketing
Design
Development
Engineering
Purchasing
Logistics
Product for all customers

40. 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

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

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

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

62. 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

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

67. 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

68. Company
President

70. The most powerful improvement
tool we have is our employees’
brains.
- Carolyn Brodsky,
Sterling Rope

71. 917 364 1864
dan@markovitzconsulting.com
www.markovitzconsulting.com
@danmarkovitz

72. info@ksmartin.com
@karenmartinopex
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