5 Levels of Mastery
Art Smalley, author of Creating Level Pull, recalls asking his mentor at Toyota in Japan how long it would take to complete his basic education of TPS on the machining lines at the Kamigo plant. His mentor estimated about seven years. "I asked him how long it took him to really understand TPS and he replied about seven years," Smalley recalled. "I asked how long it took to get really good at it and he thought that he was proficient at all the tasks required of him as an engineer and a manager in about 20 years. To explain his sensei's answer, Smalley outlines the "five levels of mastery" framework that was frequently touted inside Toyota. The levels are: (1) To know of or to have heard the concepts; (2) To know and really understand the concepts; (3) To be able to do them on your own very well; (4) To do them continuously very well over time and show improvement; (5) To be able to do and to teach it well to others.
Art of Lean on Problem-Solving, Part 3: Lessons From Martial Arts
In part three of his problem-solving series, Art takes on the techniques (kata) and ways (waza) behind martial arts, revealing necessary coaching practices in the process.
Art of Lean on Problem-Solving, Part 2: Lessons From NBA Coaches
In the second part of his series on problem-solving, Art Smalley gets a clean steal from the world of coaching in NBA basketball, examining how proper planning, execution, and analysis of the sport lends well to lean thinking.
Art of Lean on Situational Leadership, Part 5: Being an Expert and the D4-S4 Quadrant
To wrap up, Art Smalley gives some lasting impressions and key takeaways from his segmented takes on Situational Leadership. From continuing to analyze legendary leaders at Toyota to explaining what makes for impactful leadership, you're bound to take something useful from the final video of this five-part series.