The Kaizen Revolution Review

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The Kaizen Revolution ReviewMr. Regan presents an easy read in novel form (ala "The Goal" by Elyahu Goldratt) giving the reader a sound introduction to the Toyota Production System (aka Lean Manufacturing). Anyone reading this book can gain a sound understanding of what steps to take, and why to take them, as you begin on the Lean journey. You'll close the back cover with an understanding of many "Lean Concepts" as well as a very sound introduction to the how and why's of preparing for and conducting a Kaizen event. The chapter summaries are very beneficial in helping you capture the nuggets of knowledge that you can easily overlook as you become engrossed in the story. Don't let this book be your only source of knowledge on TPS, but be sure to include it in your reading.The Kaizen Revolution OverviewThe remarkable new strategy to implement leanmanufacturing and improve quality, cost, and delivery. Understand whytraditional improvement strategies don't work, and why KaizenEvents are the ideal tool to achieve breakthrough results. How to growyour own internal Kaizen Event leaders even if you start with outsideconsultants. Review a checklist of preparatory steps you must take tolead your kaizen team to success. Understand the results your KaizenEvents should deliver, and how to set achievable breakthroughgoals. How to chose team members for your Kaizen Events, and whyasking for volunteers is not the best answer. How to teach your teamto identify and eliminate non-value-added steps, and how doing so willimprove your quality, productivity, and delivery. Learn what to doeach day of the Kaizen Event, and how to stay on track. How to avoid along list of lingering action items after your Kaizen Events. How tosustain the results attained during kaizen events over thelong-term. Learn the similarities and differences among leanmanufacturing, JIT, demand flow, and cellular manufacturing. Gain asolid understanding of pull scheduling, one-piece continuous flow,work cells, set-up reduction, preventive maintenance, kanban, 5S andstandard work. Understand the limits of Kaizen Events and how toaccelerate improvement after the first two years. How to use kaizenevents to improve non-manufacturing areas like product development,receiving, MIS, and accounting. And more!

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Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win, Foreword by Clay Christensen Review

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Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win, Foreword by Clay Christensen ReviewSteve's in-depth look at how high velocity organizations do what they do, takes the mystery out of why Toyota and others outdistance their competitors. It gives anyone interested the critical skills required to get started today in order to create sustainable change. His hands on experience and love of story telling weave together the technical and human aspects of the hard work of defining and continuously refining our work.
With the 4 capabilities defined the leader is left with the challenge of creating an environment where everyone can learn from mistakes, be problem solvers and challenge the status quo. No small feat. Like anything we want to learn or habit we want to change it means we have to practice. And practice is a cycle of act/fail/learn/adjust/act. It is also takes time and patience. In our western business culture a problem is seen as failure and patience for the long term pay off is not the norm.
Steve's examples illustrate that we need an attitude/mindset adjustment top to bottom. We need to think and behave differently. When we lead as learners and mentors we create emotional safety. With emotional safety everyone participates in seeing problems or breakdowns as an opportunity. With that possibilities and creativity emerge. Everyone benefits from being part of this continuous cycle of practicing. Everyone is engaged.
So, soak up the lessons in the book and then set a practice in place. Most importantly as a leader at any level you have to walk the talk. The standard of arrogant top down management does not align with the lessons Steve lays out in the book. A fresh humble look at "how we lead" would be a good practice to start.Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win, Foreword by Clay Christensen Overview
Winner of the Shingo Prize for Research and Professional Publication, 2009
How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these "rabbits" lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit, Steven J. Spear describes what sets high-velocity, market-leading organizations apart and explains how you can lead the pack in your industry.

Spear examines the internal operations of dominant organizations, including Toyota, Alcoa, Pratt & Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--organizations operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates constant, almost automatic self-improvement at rates faster, durations longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched by rivals. Chasing the Rabbit shows how to:
Build a system of "dynamic discovery" designed to reveal operational problems and weaknesses
Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths
Disseminate knowledge gained from solving local problems throughout the company as a whole
Create managers invested in the process of continual innovation

Whatever kind of company you operate--from technology to finance to healthcare--mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results using less capital and fewer resources. Apply the lessons of Steven J. Spear's and leave the competition in the dust.


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The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Review

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The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition ReviewI was disappointed in Spear's "Chasing the Rabbit." 364 Drawn-out pages to state some pretty common management knowledge that good companies learn and problem solve better. I was hoping for some deeper insights in "The High Velocity Edge," but it is almost word for word the same book. The only obvious differences were new pages 365 & 366 which basically say "despite all the wonderful things I've said about Toyota, they are having some quality issues now...but they'll be ok." It would have been nice if the author and publisher kept the original title and just called this a revised edition - it's not very lean to make the customer work to figure that out.The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Overview
Generate Better, Faster Results—Using Less Capital and Fewer Resources!

"[The High-Velocity Edge] contains ideas that form the basis for structured continuouslearning and improvement in every aspect of our lives. While this book is tailored to businessleaders, it should be read by high school seniors, college students, and those already in theworkforce. With the broad societal application of these ideas, we can achieve levels ofaccomplishment not even imagined by most people."The Honorable Paul H. O'Neill, former CEO and Chairman, Alcoa, andFormer Secretary of the Treasury

"Some firms outperform competitors in many ways at once—cost, speed, innovation, service.How? Steve Spear opened my eyes to the secret of systemizing innovation: taking it from theoccasional, unpredictable ‘stroke of genius' to something you and your people domonth-in, month-out to outdistance rivals."Scott D. Cook, founder and Chairman of the Executive Committee, Intuit, Inc.

"Steven Spear connects a deep study of systems with practical management insightsand does it better than any organizational scholar I know. [This] is a profoundly important bookthat will challenge and inspire executives in all industries to think more clearly about thetechnical and social foundations of organizational excellence."Donald M. Berwick, M.D., M.P.P., President and CEO,Institute for Healthcare Improvement

About the Book

How can some companies perform sowell that their industry counterpartsare competitors in name only? Although theyoperate in the same industry, serve the samemarket, and even use the same suppliers,these extraordinary, high-velocity organizationsconsistently outperform all the competition—and, more importantly, continuallywiden their leads.

In The High-Velocity Edge, the reissued edition of five-time Shingo Prize winner Steven J. Spear's critically acclaimed book Chasing the Rabbit, Spear describes what sets market-dominatingcompanies apart and provides adetailed framework you can leverage to surgeto the lead in your own industry.Spear examines the internal operations ofdominant organizations across a wide spectrumof industries, from technology todesign and from manufacturing to healthcare.

While he investigates several great operationaltriumphs, like top-tier teachinghospitals' fantastic improvements in qualityof care, Pratt & Whitney's competitive gainsin jet engine design, and the U.S. Navy'sbreakthroughs in inventing and applyingnuclear propulsion, The High-Velocity Edge isnot just about the adoration of success. It alsotakes a critical look at some of the operationalmissteps that have humbled even the mostreputable and respected of companies andorganizations. The decades-long prominenceof Toyota, for example, is contrasted withthe many factors leading to the automaker'ssweeping 2010 product recalls.Taken together, these multiple perspectivesand in-depth case studies show how to:
Build a system of "dynamic discovery"designed to reveal operational problemsand weaknesses as they arise
Attack and solve problems when and wherethey occur, converting weaknessesinto strengths
Disseminate knowledge gained from solvinglocal problems throughout the companyas a whole
Create managers invested in developingeveryone's capacity to continually innovateand improve

Whatever kind of company you operate—from technology to fi nance to healthcare—mastery of these four key capabilities willput you on the fast track to operationalexcellence, where you will generate faster,better results—using less capital and fewerresources.

Apply the lessons of Steven J. Spear and gaina high-velocity edge over every competitor inyour industry.


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