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
Senior Advisor, Lean Enterprise Institute, Inc.
Coping with COVID-19: Lessons from The Plague
In this time of pandemic, John Shook shares some ways this novel coronavirus is impacting him personally, noting "For Camus, hope is the enemy. But, from where I sit today (I may sit somewhere else or lie prone tomorrow), hope embodied in action is in itself medicinal. The most powerful medicine is to take caring action.”
A Consciousness of Reality
There are countless cases of lean thinking being applied masterfully with the word lean (or the Toyota Production System) nowhere in sight, writes John Shook, who argues that lean thinking and practice can embody the power and potential of lean thinking as a holistic approach to making things better for even the world’s thorniest problems.
Time To Make Time
When the people in a lean system don't value time, everyone is cheated, says John Shook, in this fascinating reflection on the role that time plays in a close observation of work.