Free Ebook A Factory of One

Free Ebook A Factory of One

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A Factory of One

Free Ebook A Factory of One

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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

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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.

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Product details

Paperback: 180 pages

Publisher: Routledge; 1 edition (December 15, 2011)

Language: English

ISBN-10: 1439859930

ISBN-13: 978-1439859933

Product Dimensions:

6.1 x 0.4 x 9.2 inches

Shipping Weight: 8.5 ounces (View shipping rates and policies)

Average Customer Review:

4.5 out of 5 stars

59 customer reviews

Amazon Best Sellers Rank:

#51,137 in Books (See Top 100 in Books)

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 value2. Reduce the stress of wasted movements to focus on more meaningful activityIf 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:fixingdelegatingwaitingover-doingreviewingre-doingexplainingetcOnce 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!

This book is a good contribution to the genre of books on personal productivity and efficiency. What makes it unique is how author Dan Markovitz combines concepts from the "lean" management literature (such as James Womack and Daniel Jones's book Lean Thinking, which Markovitz cites repeatedly, and John Shook's Managing to Learn) with familiar concepts from the personal productivity literature (such as Kerry Gleeson's Personal Efficiency Program and David Allen's Getting Things Done, neither of which I can find cited in Markovitz's book but from which he has apparently borrowed quite a lot). Then there are a few excellent concepts that seem to be Markovitz's own invention, such as "living in the calendar" and "calendar as kanban."A few reviewers have complained that Markovitz simply repeats what other writers such as Gleeson or Allen have already said, but that complaint overlooks what is unique about this book, namely its combination of two previously separate genres: lean management and personal productivity. Certainly readers who have read other books in either of these two genres will find some familiar concepts in this book, but the way Markovitz combines the two genres is original and not merely derivative.In particular, what distinguishes this book from productivity books by the likes of Gleeson or Allen is this book's relentless focus on customer value. This book does not preach efficiency for the sake of efficiency or only for your own peace of mind (as valuable as that may be); it preaches efficiency for the sake of your customer or client. Following lean management principles, Markovitz emphasizes that any activity that does not contribute value to your customer is waste, and minimizing that waste is the focus of this book: "First, you must define the value you create--not the work you do, but the value you're actually delivering for your various customers. Then, you need to be able to see the value as well as the waste in your environment. The tool of 5S helps you do this. And it helps you spot the problems while they're still small and inexpensive to fix. Once you've cleared out the waste, how do you produce value in the shortest possible time? This is done by creating flow in your work, so that you're able to do your job most efficiently... Making your work visible helps you allocate your time and attention to the right work at the right time. Finally, with the foundation for excellence laid, you can begin to do the really fun stuff: improving your own work processes..."I feel compelled to note that this is an introductory book; this book does not cover the more advanced topics in management and systemic thinking that entrepreneurs and leaders need to learn if they are to act most skillfully. But I suspect that if you haven't yet put into practice the basic concepts in this book, skillful execution of the more advanced topics is likely to elude you.

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