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Product details
File Size: 2228 KB
Print Length: 433 pages
Simultaneous Device Usage: Up to 4 simultaneous devices, per publisher limits
Publisher: McGraw-Hill Education; 1 edition (September 21, 2008)
Publication Date: September 21, 2008
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B0015DWJ8M
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Amazon Best Sellers Rank:
#942,937 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
I ordered 20 copies of this book to hand out to our senior executives at my place of employment. The author, Steven Spear writes about lean processes and workflow efficiencies and how to think of ways to operationalize those efficiencies in the workplace. We even invited the author into our place of employment to tour our facility and speak to process improvements.
Steven Spear has probably contributed singly more than anyone to the emergence of "lean management" from the field fo lean manufacturing and lean production. Three of his seminal contributions have been around different angles-of-view. In Toyota's DNA he has focused on the level of detailed specification of the operatiosn processes, specifying outputs, pathways, connections and activities. Taking a different tack, he has opened our eyes to the double-loop learning system at the core of Toyota's success in his Learning to Lead at Toyota paper. Finally, his Healthcare article provides a blueprint of how Toyota-like problem solving can be applied in a completely different field.In this breakthrough book, Spear brings these three different insights together and blends them into the most powerful and elegant buisness theory yet to come out of the lean field (imagine Good to Gtreat with substance). This is a landmark book because it finally creates a bridge from lean mavens to business thinkers - and it offers a splendid opportunity to talk to CEOs about HOW to change their operations system in order to improve both strategy and execution.I've already read the book twice, and have immediately started applying the core framework to my own work. I have to confess also stealing some detailed images and expressions to try to sound clever in public speaking. The description of the worker who knows he's going to fail today, because he's failed yesterday and the system will ensure that he fails tomorrow as opposed to the worker going to work with the possibility of success every day is priceless. I've used it to great effect at my boy's school to explain to a teacher that giving every day kids opportunities for success and reward was more productive than continuously pointing out their defficiencies against a list of 32 criteria (there's no way you can't get at least one wrong in the course of the day).Read it! Offer it to your boss and your staff. Require your consultants to have read it carefully. This is one of these rare frame changing book that, with some luck, could also become a game changer in the way senior executives see their role, their mission and their organizations.
I've been in the process improvement field for nearly 20 years. Having moved from process improvement in manufacturing to IT & software to services. Steven Spear has concisely elaborated and made accessible the universally applicable mindset that *any* organization can employ to become world-class.It has long been known that the far-and-away first-place contributor to successful process implementation and improvement is the culture and attitude throughout the entire organization towards the role processes play in their success. However, culture and attitude lead to activities and discipline. Attempting to instill only the culture without performing the activities will yield limited results.Spear describes the components of this culture and attitude in a way that can be described, taught, and demonstrated. However, he doesn't stop there, in fact the culture and attitude are not the focus of his book. The focus is the set of specific activities (in the book appropriately called "practices") that result from the culture. Activities that are the "marker DNA" of the culture; activities anyone can start doing right now!Much of my current work involves process improvement in a software development context. This field has been beleaguered with painfully unhelpful approaches to improvement and has left many in the field with a negative impression of improvement methods and approaches. Many in the field, in fact, have come to believe that 'processes' and 'development' are irreconcilable.Many in the software development field strongly affiliate with the culture of improvement, but they're missing the practices needed to leverage the culture. The leveraging of very defined processes, of statistics, and of the connection between process performance and product excellence. All of which Spear lays open in easy-to-adopt language."Chasing the Rabbit: ..." is not meant to "preach to the choir", it's meant to introduce the pivotal elements of continuous process improvement to the masses of corporate executives who would otherwise dismiss continuous process improvement as "doable in other countries" or "doable in other companies" or "just a bunch of theory".But to the choir (to which I ascribe myself), "Chasing the Rabbit: ..." provides a powerful and easy primer to give our clients the researched, consolidated and credible sources and examples necessary to "sell" 70+ years of process practice too many executives and analysts would rather believe didn't exist.Steven Spear has made my job easier. I plan to have his book be "required reading" to clients from now on.Hillel GlazerPrincipal & CEOEntinex, Inc.[...]
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