Available through HBS… this is written by Steven J. Spear, a former Harvard professor who has written about Toyota quite a bit.
He has since left and joined the Institute for Healthcare Improvement, focusing on lean in healthcare.
The focus of this article is much like his Toyota writings — it focuses on the problem solving and continuous improvement aspects of the Toyota Production System culture, one of the key points being that all work needs to be designed/improved so that steps are “unambiguous”, helping to prevent mistakes caused by wrong expectations of who is doing what in a chaotic situation.
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