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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Konten disediakan oleh Mark Graban. Semua konten podcast termasuk episode, grafik, dan deskripsi podcast diunggah dan disediakan langsung oleh Mark Graban atau mitra platform podcast mereka. Jika Anda yakin seseorang menggunakan karya berhak cipta Anda tanpa izin, Anda dapat mengikuti proses yang diuraikan di sini https://id.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

379 episode

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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

Bagikan

MP3•Beranda episode

Konten disediakan oleh Mark Graban. Semua konten podcast termasuk episode, grafik, dan deskripsi podcast diunggah dan disediakan langsung oleh Mark Graban atau mitra platform podcast mereka. Jika Anda yakin seseorang menggunakan karya berhak cipta Anda tanpa izin, Anda dapat mengikuti proses yang diuraikan di sini https://id.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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