Dan Madison, Senior Business Executive Advisor, Strategy and Process Visualization, AgiLeanIT
Mr. Madison has over 20 years of experience in Lean, value stream mapping and analysis, process mapping, process metrics, process management, and process redesign. He was the initial architect and thought leader for process design principles which have revolutionized the creation of highly efficient and effective processes and customer value for numerous clients. He has a passion for expanding the knowledge in process work by teaching a Certificate in Operational Excellence at several universities. Some of certification courses include Analyzing and Improving Office and Service Operations (Lean Office), Process Metrics, Management, and Controls (Lean Management), and Process Mapping and Process Improvement.
Hundreds of executives from both private and public sector have benefited from these programs and use the training to significantly improve their own organizations. Mr. Madison’s book, Process Mapping, Process Improvement, and Process Management was the most popular book on Amazon in its topic area for over seven years. Part of his contribution to process improvement and operational excellence has been the invention of a number of key tools that allow organizations to quickly map processes, get key data (time and quality metrics), and pinpoint improvement opportunities. Data-driven improvement efforts make it easy to quantify gains, prioritize initiatives, and provide a yardstick for current and future initiatives. His recent areas of focus include his ground-breaking work on quantification and measurement of benefits and tracking of value realization for Digital Transformation efforts and large-scale IT investments and projects using lean and agile methods.
Representative engagements from his recent work include:
- City of San Jose Public Works Get Permits Out Fast – The Development Services Division issues 14 different permits taking up to a month to process. A Lean process redesign process got turnaround time down to 5 days, an 83% reduction in lead time. The redesigned processes allowed the city to process double the number of permits with the existing staff. A 100% increase in productivity.
- Large California Law Firm Saves Over $2 Million Through Initial Lean Engagement – With ten offices throughout California, Bradford and Barthel LLP wanted to improve operations with the challenge of getting ten managers and their staff to collectively pursue Lean tools and methods. By training a key staff group, hosting weekly training sessions, coaching managers, and monitoring progress each of the ten offices cut time for staff to assist the lawyers and made the lawyers more efficient as well. Staff overtime dropped to zero. Savings accumulated quickly.
- Provincial Workers Comp Organization Undergoing a Lean Transformation- Saskatchewan Workers Compensation Board has gone “full in” on Lean. Dan trained all the managers and executives over several years. The training, mentoring and consulting has taken root with clear and measurable contribution from the team including reductions of 11% to 43% in total lead time across a variety of core value delivery and end-to-end customer journey processes.
- International Hotel Chain Emphasis on Cost Reduction, Speed, and Customer Service – Shangri-La Hotels and Resorts uses customer feedback to prioritize improvement efforts. Each hotel in the chain has specific issues. The challenge was to build competency in Lean so each hotel could improve as needed. Over 25 hotel staff representing each hotel were trained and mentored. Projects were submitted, changes were made, and customer metrics improved across the board leading to full adoption of new management approach by the top leadership.
- Cabinet Manufacturer Improves Quality and Speed – Precision Cabinet and Trim, the largest cabinet maker in the San Francisco area needed to improve quality, save time, and track work. Through an immersion in Lean techniques managers across all functional areas instituted multiple improvement efforts. Changes included moving a department so it would be more responsive to sales issues, changes in manufacturing, and a strategic emphasis on large subdivision contracts.
Mr. Madison was one of the key thought leaders and original contributors to the Association of Business Process Management Professionals Body of Knowledge. His book is widely used as the main text at various universities in process mapping and improvement. He has been a visiting instructor at the University of Chicago and the University of Minnesota for a number of years. Dan received his Lean training at the University of Michigan School of Engineering. He has an MBA with honors from Southern Illinois University with a concentration in finance.