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Dan Markovitz

Dan Markovitz

LEI Faculty, Markovitz Consulting

Earlier in his career, Daniel Markovitz held management positions in product marketing at MarkBuilt Construction, Sierra Designs, Adidas, CNET and Asics Tiger. He also has experience as an entrepreneur, having founded his own skateboarding footwear company. He left the business when he realized that he’d need tattoos and body pierces in really painful locations to fit into the industry. Dan helps individuals and teams improve performance by applying lean concepts to knowledge work through his company TimeBack Management. His new book, A Factory of One, was published by Productivity Press in December 2011. Dan has also published articles in the Harvard Business Review blog, Quality Progress, Industry Week magazine, Reliable Plant magazine, and Management Services Journal, among other magazines. He is a faculty member at the Lean Enterprise Institute and teaches frequently at the Stanford University Continuing Studies Program. He also leads a class on A3 thinking at the Ohio State University’s Fisher School of Business. Dan holds a BA from Wesleyan University and an MBA from the Stanford University Graduate School of Business.

Articles by Dan Markovitz
How NOT to Jump to Solutions When Facing A Problem
Dan Markovitz argues that productive leaders solve problems by leveraging a deep understanding of the facts, buffering them from the temptation to jump to solutions. Before you come up with a solution to a problem, go to the crime scene and see for yourself. Make sure you have the facts, not just the data. More »
Why Good Lean Detectives Visit the Crime Scene
You can't solve a problem with data alone, says Dan Markovitz. He urges you to go to the "crime scene," the source of the problem, to gather the facts required for a full analysis of what has gone wrong. More »
Lean Transformation: "Shock and Awe" vs. "Slow and Grow"
When leading a lean transformation, is it better to use the "shock and awe" method or the "low and slow" method? It may not even be that simple. Dan Markowitz and Art Byrne discuss. More »
Reflections on Hansei
For many of us, Japanese lingo has become synonymous with lean. But according to Dan Markowitz, this just makes things harder, because "rather than making it easier by using language, examples, and metaphors that people can relate to, we tend to use Japanese, the language of Toyota.  " Read more. More »
Kaizen Means You Care
"Lean leaders, and lean consultants (like me), often talk about the organizational benefits of kaizen: lower costs, bigger profits, shorter lead times, higher quality, etc.  ," writes Dan Markovitz. But at the same time, we never want to forget that there is a human element of kaizen. In his latest piece for the Lean Post, Dan shares a touching real-life story of this oft-overlooked side of kaizen. More »
Let's Stop Being Hypocrites: Work is Work
"We often talk about knowledge workers as though they need to be treated differently from shop floor workers," writes Dan Markovitz, ".  ..  but the truth is that they’re still production workers. And that means that we can approach their work, and solve their problems, in the same way that we approach the work and the problems on the shop floor.  " Read more. More »
Lean Fitness: The Individual vs. the Organization
"For both the individual and the organization, the problem is the same," writes Dan Markovitz. "There may be a stated goal—lose 15 pounds, improve muscle tone—but there’s often no clearly defined program to reach that fitness goal. Or even if there is a program, it may simply be a fad that promises huge results with minimal effort: think vibrating belts, Thighmasters, 8 Minute Abs, and the latest diet pills.  " More »
5S for Information
When a Lean Thinker asked how to apply the principles of 5S to the company server, Dan Markovitz responded with advice for applying these five key concepts to electronic information files. More »