Flow Engineering: From Value Stream Mapping to Effective Action
actual practice at Toyota, its best suppliers, and those organizations that have been high-fidelity learners—also employs all three mechanisms. There’s process simplification by way of linearization. This is not just for assembly line operations but, in the extreme, all processes, such as onboarding of new employees, ramp-up production in new produ
... See moreSteven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
Team Topologies: Organizing Business and Technology Teams for Fast Flow
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As a leader, this should leave you with the following questions about your own organization and social circuitry: In performance, are difficulties, glitches, deviations, and departures called out once seen, swarmed to be contained (stabilized), and solved? And are the lessons learned shared and otherwise systematized for future use?
Steven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
actual practice at Toyota, its best suppliers, and those organizations that have been high-fidelity learners—also employs all three mechanisms. There’s process simplification by way of linearization. This is not just for assembly line operations but, in the extreme, all processes, such as onboarding of new employees, ramp-up production in new produ
... See more