Do We Need Another Share In The See, Solve, Share Model Of Continuous Improvement? Lean Blog Audio podcast

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Do We Need Another Share in the See, Solve, Share Model of Continuous Improvement?

1M ago 3:16

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Contenuto fornito da Mark Graban. Tutti i contenuti dei podcast, inclusi episodi, grafica e descrizioni dei podcast, vengono caricati e forniti direttamente da Mark Graban o dal partner della piattaforma podcast. Se ritieni che qualcuno stia utilizzando la tua opera protetta da copyright senza la tua autorizzazione, puoi seguire la procedura descritta qui https://it.player.fm/legal.

I love Steve Spear‘s emphasis on a Toyota-based Lean model of:

“See, Solve, Share”

See problems, solve problems, and share what worked as countermeasures. That's the ideal, and it's powerful where it exists.

At Toyota, and companies like it, there's an understanding that speaking up about problems leads to a constructive response from leaders.

That's not always true at other companies that are starting or attempting their “Lean Journey.”

The Psychological Safety that might be taken for granted at Toyota must be actively cultivated in a company before continuous improvement can really take root, let alone take off.

I think the model could also be stated as:

“See, Share, Solve, Share”

--- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

… continue reading

381 episodi

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Do We Need Another Share in the See, Solve, Share Model of Continuous Improvement?

Lean Blog Audio

15 subscribers

published 1M ago

Condividi

MP3•Pagina principale dell'episodio

Contenuto fornito da Mark Graban. Tutti i contenuti dei podcast, inclusi episodi, grafica e descrizioni dei podcast, vengono caricati e forniti direttamente da Mark Graban o dal partner della piattaforma podcast. Se ritieni che qualcuno stia utilizzando la tua opera protetta da copyright senza la tua autorizzazione, puoi seguire la procedura descritta qui https://it.player.fm/legal.

I love Steve Spear‘s emphasis on a Toyota-based Lean model of:

“See, Solve, Share”

See problems, solve problems, and share what worked as countermeasures. That's the ideal, and it's powerful where it exists.

At Toyota, and companies like it, there's an understanding that speaking up about problems leads to a constructive response from leaders.

That's not always true at other companies that are starting or attempting their “Lean Journey.”

The Psychological Safety that might be taken for granted at Toyota must be actively cultivated in a company before continuous improvement can really take root, let alone take off.

I think the model could also be stated as:

“See, Share, Solve, Share”

--- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

… continue reading

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