A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance
By: Daniel Markovitz (author)Paperback
Only 1 in stock
Most business readers have heard of the Lean principles developed for factories-a set of tools and ideas that have enabled companies to dramatically boost quality by reducing waste and errors-producing more while using less. Yet until now, few have recognized how relevant these powerful ideas are to individuals and their daily work. Every person at a desk, drafting table, workstation, or operating table must (like a factory) deal with the challenge of reducing the waste that creeps into their work. The same Lean principles that have improved efficiencies on the factory floor can be just as powerful-in fact, far more so-in helping individuals boost personal performance. Winner of a 2013 Shingo Research and Professional Publication Award! A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance describes how you can foster a new mindset and improve your performance by applying Lean methods to your work. It translates powerful Lean tools such as visual management, flow, pull, 5S, and kaizen to your daily work, revealing how they can help to improve efficiency, reduce waste, and link you ever more closely to customer value.
This practice will help you develop better self-awareness, more disciplined problem-solving skills, and the ability to self-correct errors. This book not only provides the tools, but also teaches you how to find the root causes underlying your inefficiencies so you can eliminate them permanently. It will enable you to immediately improve personal productivity while developing the skills needed for continuous improvement. It includes real-world examples that illustrate how these principles have been successfully applied across a range of industries. Providing the perfect mix of what-to-do with why-to-do it, the text details a step-by-step approach to applying Lean principles to your work. Listen to what Daniel Markovitz has to say about his new book, A Factory of One. Part One - Part Two View the book's website at www.afactoryofone.com. View the author's website at www.timebackmanagement.com.
Daniel Markovitz is president of TimeBack Management (www.timebackmanagement.com), a consulting firm that radically improves individual and team performance by identifying and eliminating root cause impediments to productivity. He is a faculty member at the Lean Enterprise Institute and teaches at the Stanford University Continuing Studies Program. He also leads a problem solving workshop at the Ohio State University's Fisher School of Business. Dan lived in Japan for four years and is fluent in Japanese. He's also an avid distance runner, an enthusiastic (but somewhat tentative) cyclist, and a determined (if slow) swimmer. He holds an MBA from the Stanford University Graduate School of Business. You can reach him at email@example.com or via Twitter @timeback.
What's Your Job? Why Is It So Tough to Create Value? What the Heck Is Your Work, Anyway? Going to the Gemba What's It All About? Next Steps Notes Spotting Value, Spotting Waste Allison's Story Introducing 5S What Is Information 5S? A Lesson from the Chefs Applying 5S to Information The $14 Million Check The Desktop The Absurdity of Out of Sight, Out of Mind Frequency-Based Organization But First Translating the Concept to Electronics E-mail: The Problem Child Back to Allison Systemic Information 5S Remember, It's a Means to an End Next Steps Notes Flow Flow Daily Work Processes Routine Work: Your Job Requires More than Just Creative Genius (Unfortunately) Transforming the Creative into the Transactional Next Steps Notes Visual Management Introduction What Is Visual Management? The Irony of Out of Sight, Out of Mind Why All Those To-Do Lists Don't Work Living in the Calendar The Calendar as Kanban The Calendar and the Task Pad Caution: Don't Treat Your Calendar Like Your Gas Tank The Old Movies Had It Right Sometimes a Little Inventory Is Okay Of Course, Life Never Goes According to Plan Assessing Personal Production Capacity But, What If You're Allergic to Calendars? The Simpler Method: The Personal Kanban Four Easy Steps The Incredibly Flexible Kanban Other Types of Visual Management Reflexive versus Cognitive Systems Reducing Ambiguity Next Steps Notes From Bad to Good, and From Good to Great Like an Air Traffic Controller The Twin Pillars of Kaizen Standardized Work Creative Types Need Standard Work, Too Creating Mental Capacity for Improvement Now, It's Your Turn: Step 1 What Is Your Problem? Your Real Problem? Five Whys Your Turn: Step 2 Implementing Improvement: A3 Thinking Continuous Improvement Notes Conclusion Endnotes Index
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