By Steven J. Spear
Winner of the Shingo Prize for study e-book, 2009
How can businesses practice so good that their opposite numbers are rivals in identify merely? even though they function within the related undefined, serve an analogous industry, or even use an identical providers, those “rabbits” lead the race and, extra importantly, constantly widen their lead. In Chasing the Rabbit , Steven J. Spear describes what units high-velocity, market-leading businesses aside and explains how one can lead the pack on your industry.
Spear examines the interior operations of dominant organisations, together with Toyota, Alcoa, Pratt & Whitney, the USA Navy's Nuclear energy application, and top-tier educating hospitals--organizations working in greatly differing industries, yet which percentage something in universal: the skillful administration of complicated inner structures that generates consistent, nearly automated self-improvement at charges quicker, intervals longer, and breadths wider than an individual else musters. accordingly, each one enjoys a degree of profitability, caliber, potency, reliability, and agility unequalled via opponents. Chasing the Rabbit indicates how to:
- Build a approach of “dynamic discovery” designed to bare operational difficulties and weaknesses
- Attack and remedy difficulties on the time and within the position the place they happen, changing weaknesses into strengths
- Disseminate wisdom received from fixing neighborhood difficulties through the corporation as a complete
- Create managers invested within the means of continuous innovation
Whatever type of corporation you operate--from know-how to finance to healthcare--mastery of those 4 key services will placed you at the speedy song to operational excellence, the place you'll generate swifter, larger effects utilizing much less capital and less assets. follow the teachings of Steven J. Spear's and depart the contest within the dust.
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Extra resources for Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win, Foreword by Clay Christensen
1. Structure: Managing the Functions as Parts of the Process There is a structural difference between the high-velocity rabbits and those chasing them that creates potential for speed. While high-velocity organizations put great effort into developing the technical competency of various functions, they are equally and always concerned with the way the work of individuals, teams, and technologies will contribute to (or impede) the process of which they are part. The process orientation of high-velocity organizations is in contrast to the “siloization” of so many other organizations in which the departments may talk of integration but tend to operate more like sovereign states.
In contrast, those laboring in the pack are less committed to up-front specification, already handicapping themselves from the start, since A 23 chasing the rabbit they are not using the best possible approach. And then they suppress their ability to see when what they are doing is not good enough. Like an athlete who uses antiquated equipment and doesn’t keep on eye on the competition, they find themselves falling farther and farther behind the rabbits. Capability 2: Swarming and Solving Problems to Build New Knowledge High-velocity organizations are adept at detecting problems in their systems at the time and place of their occurrence.
We’ll see more of that experience in Chapter 3. To appreciate the management of work systems across a broad range of products, processes, markets, and regions, I traveled to three dozen plants in North America and Japan to make observations, collect data, and interview people, from frontline workers to plant managers and corporate executives. What I found was completely unexpected. I had already studied what had been written about Toyota, lean manufacturing, Six Sigma, and total quality management.