Copyright © 2009 by Steven J. Spear. Click here for terms of use.

Chapter 6 conveyed my experience of working with experienced Toyota managers, realizing that their exceptional speed and facility in understanding, diagnosing, and designing systems depended on well-practiced, robust, reliable frameworks which they could apply broadly, rather than relying on a multitudinous library of best-practice analogies. In this chapter, we’ll see a similar approach to problem solving and improvement—simple, robust frameworks which are used reliably by individuals and shared within groups that must solve problems collaboratively and cross-functionally. These frameworks both guide the direction of change—in ...

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