Managing To Learn in Sloan Management Review
You will want to read two articles in the current issue of the MIT Sloan Management Review.
My article (Toyota's Secret: The A3 Report) is a simple summary of Managing To Learn, summarized as well as I could in only four pages, only about a page of which is text. (Forgive the title – publisher's prerogative …) SMR editor-in-chief Michael Hopkins introduces MTL:
"In his book Managing to Learn, John Shook deconstructs the problem-solving journey of one manager and his mentor, and the management mechanism that guided them. The backstory? Shook knows the journey firsthand."
But, more interesting than my piece is Hopkins' own article, "Problem-Solving by Design." Hopkins does a fantastic job of putting the A3 process into contemporary management context, while introducing MTL to a broader audience. As Hopkins says:
“The A3's potency as a management mechanism is one reason that it, and Shook's book, deserve greater attention. (The single-sheet-produces-rigorous-selectivity effect is only the most obvious of the ways that it does its work.) Another reason is that mechanisms in general are scandalously underutilized by managers. Mechanisms are about process. Great mechanisms are about process brilliantly understood. We still live in a management-by-objective world, even if we don't call it that anymore. Think MBO is dead? Just recall your last annual review, your last strategic plan, your last budget. Consider how many managers are given a "number" and told to hit it, how many organizations still function by intent and directive — increase sales, grow Web traffic, improve margin."
Links are below. You will probably need to register with Sloan Management Review, but it's free, easy, and quick.
I'm already finding the links useful in providing help to people who need a quick overview of the A3 process.
Toyota's Secret: The A3 Report
By John Shook
Problem Solving By Design
By Michael S. Hopkins
Lean Enterprise Institute, Inc.
Are You Ready for the Next Crisis?
We think the presence of a robust, socio-technically balanced lean management and operating system—based on the Lean Transformation Framework—was invaluable in helping Cleveland Clinic handle the challenges arising from the pandemic, write John Shook and Lisa Yerian.
Jidoka Supports Leaders Who Welcome Problems with John Shook
In this clip from last year's Virtual Learning Experience, LEI Senior Advisor John Shook explains the socio-technical system of Jidoka, where the human and machine work are separated and allocated with purpose, and how this lean pillar supports the lean ideal of "respect for people."
Two Giants, Two Communities, One Lasting Thing
In this graceful elegy of the impact of two pioneers who recently passed away, John Shook says: "Ezra and Norm belonged to adjacent communities – one studied Japan, the other promoted enterprise improvement.Ezra and the many proponents of the Japanese management boom set the table; Norm and his peers opened doors to achieving practical betterment."