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Content provided by Mark Graban. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Mark Graban or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://player.fm/legal.
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Do We Need Another Share in the See, Solve, Share Model of Continuous Improvement?
Manage episode 418533354 series 2029215
Content provided by Mark Graban. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Mark Graban or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://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
379 episodes
Share
Manage episode 418533354 series 2029215
Content provided by Mark Graban. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Mark Graban or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://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
379 episodes
All episodes
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Similar to Lean Blog Audio
The Partnership Economy explores the power of partnerships through candid conversations and stories with industry leaders. Our hosts, David A. Yovanno, CEO and Todd Crawford, Co-founder, of impact.com, unpack the future of partnerships as a lever for scale and an opportunity to put the consumer first.
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continue reading
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continue reading
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continue reading
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…
continue reading
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continue reading
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continue reading
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