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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 TwoView the book's website at www.afactoryofone.com.
View the author’s website at www.timebackmanagement.com.
- Sales Rank: #338819 in Books
- Published on: 2011-12-13
- Original language: English
- Number of items: 1
- Dimensions: 8.90" h x .50" w x 5.90" l, .65 pounds
- Binding: Paperback
- 177 pages
Review
Dan Markovitz brings a thoughtful and supremely practical perspective to the fundamental scarcity faced by us all: time. His approach blends conceptual frameworks and concrete specifics―a powerful and useful combination―to reduce the noise and clutter in our lives and work. Markovitz can help us all to be more effective!
―Jim Collins, author of Good to Great and co-author of Built to Last and Great by Choice
No matter what your role is in your company, or whether you're an independent consultant or even unemployed, you will love Dan Markovitz's new book, A Factory of One. This gem will improve even the most efficient person's work life in powerful ways. The introduction alone got me motivated to adopt those practices that he writes and aren't yet part of my standard work. ... It's short, sweet, and to the point. You're never left wanting more, but you never wish the author would get on with it. ... relates powerful Lean manufacturing tools such as visual management, flow, pull, 5S, and kaizen to daily work, revealing how they improve efficiency, reduce waste, and link the individual worker ever more closely to customer value. This practice helps business professionals develop greater self-awareness, more disciplined problem-solving skills, and a heightened ability to self-correct errors.Read Dan's book--and then apply the tips he gives.
―Karen Martin, Principal, Karen Martin & Associates; and keynote speaker, ASQ Lean and Six Sigma Conference 2012
About the Author
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 dan@timebackmanagement.com or via Twitter @timeback.
Most helpful customer reviews
36 of 37 people found the following review helpful.
How to focus on "HOW" I work.
By Jason W. Womack, M.ED., M.A.
Traditional Work: How you work is probably how you worked.
When I looked at that line in my notebook (after reading Daniel Markowitz's book, A Factory of One) I thought about the busy-ness that many people talk about as they relate to their workday. As you consider what you get done in a typical 8 or 10 or 15-hour shift, do you stop to consider HOW you get that work done?
Over the 145 pages of this well-written - and well-documented - book Dan shows very specific methods you can use to apply "Lean Principles" (traditionally reserved for manufacturing and production lines to remove wasted movements thereby increasing overall productivity) to the "Knowledge Work" that keeps so many of us busy and focused on working overtime.
I was pleased to see Dan write about Parkinson's Law of work: Namely, that the work you have will generally fill the time you have available to do that work. If something is due in a week, it'll take about a week. If it's due later today, well you get the point.
The point of applying Lean Principles to improve personal performance is two-fold:
1. Create a flow of working: so that once you get there, you stay there and produce something (a thought, a product, etc) of value
2. Reduce the stress of wasted movements to focus on more meaningful activity
If you're thinking of getting this book, here's just one of the themes you can expect to explore while you're reading:
Dan asks you to define your "value;" the value of your service or product to the market. Once you've identified that value, then you can work on making things as efficient as possible in order to make that value available to those that matter: clients, community, organization, family, friends, etc. Oh, it might be helpful to know how Dan defines value. I'm walking away with three indicators:
What does the customer pay for?
What are you doing to transform the product or the service?
What activity seems to be done "correctly?"
Of course, you'll walk away from reading this with your own ideas of what "value" means to you, your business, your work. I loved this prompt, though, as it made me think a bit longer about all those "extra to-dos" that have piled up around my own work station lately:
"Should you do better what doesn't deserve doing in the first place?"
Consider what you do, as an entrepreneur, manager, associate of the business you're in. What are the specific activities that you "do" that provide value? The ideas that Dan gives you on (a) how to think about those activities and (b) what to do to make those activities as efficient as possible may be exactly what you need to take not just what you do but HOW you do it to the next level. Imagine being MORE productive without having to buy new technology, hire more staff or change (radically) your business or product.
What WILL you have to change? Your approach to work. To get you think about what that might look, sound and feel like, identify very specifically WHERE your time goes:
fixing
delegating
waiting
over-doing
reviewing
re-doing
explaining
etc
Once you identify WHERE your time, energy and focus is "spent" during the day, then it's time to apply Lean Principles to YOUR work. I hope you enjoy reading (and thinking about) this book as much as I did!
17 of 17 people found the following review helpful.
How do you handle inputs into your life? Do you process them effectively and efficiently?
By Joe Dager
These concepts will be very familiar to people familiar with continuous improvement and more specifically Lean and Six Sigma. However, you do not have to be a practitioner to understand or read the book. When trade terms are used they are explained in simple everyday language without losing a beat. The author demonstrates an in depth knowledge of the Lean Principles. There may be others with his depth of knowledge but I have seen few transfer it into such simple, practical and useable terms. I found myself reading a "how to" book like a novel, reminding myself more than once to bend a corner or mark a page for future reference.
My favorite part of the book was the part on living in your calendar versus your inbox. Quick look at your screen and see what is open! That comment in itself added more than a few minutes to my day of productivity. Another example is his description of a personal A3 for problem solving was absolutely flawless in its description and the use of it.
Are you going to get 2 hours a day of time saving tips from the book? I doubt it. What you will get is more productivity and feeling better about what and how you accomplished it. It was my New Year's Day read and I have picked it up every day since then. Not saying you won't be able to put it down but at this point it looks that way for me.
11 of 13 people found the following review helpful.
It's Ok
By Mike
Conceptually, the basic premise is interesting and makes sense. Below are some pro/con thoughts to consider.
Pro:
+ Like I say above, the basic premise you're a mini factory is a good one... what value add do you produce?
+ Good "lean" points e.g., "What separates the lean approach to work is the notion that improvement is part of the daily work..."
+ The example of the artist using Standardized Work is (now) a favorite and I'll use that going forward
+ Good observation that (Western) society rewards rapid answers, not well-thought out ones (not a new concept, but it was a welcomed addition nonetheless)
Con:
- I was surprised to see 5S presented ahead of both Visual Management and Standardized Work
- Generally, concepts lead with the tools first, which I think defeats lean as a system that cultivates good thinking
- The A3 thinking method should contain one countermeasure (addressing one problem) only
- In PDCA, it is important to stress that Plan is both noun and verb (and so I'm not fond of the Standardized Work "wedge" and PDCA ball graphic borrowed by the author to show how SW prevents backslide).
- I prefer the term "Standardized Work" over "Standard Work." The "ized" is the active/continuous conversion of customer standards into a routine. The customer sets the standards and these need to be converted into steps. Plus, this looks a lot like "Word Standards" which are devised for accountants.
Bottom line: Good, but note possible cons.
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