MANAGING TO LEARN BOOK

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I love how all the LEI books that I have read so far are so simple, easy to use and yet are % crystal clear in delivering the purpose and intent of the tool they. Managing to Learn by Toyota veteran John Shook, reveals the thinking a manager and his boss, the book explains how “A3 thinking” helps. Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the vital A3 management process at the heart of lean management and lean leadership. "Managing to Learn" is an excellent book for managers and coaches of A3 authors/advocates. John Shook is a true.


Managing To Learn Book

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Managing to Learn by Toyota veteran John Shook, reveals the thinking the book explains how “A3 thinking” helps managers and executives identify, frame, . Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead. Front Cover · John Shook. Lean Enterprise. By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit - Solving Business.

John Shook.

Toyota insider John Shook invites you to be a detective, artist and business analyst with this crisp text that unfolds A3 management thinking in an illustrated narrative. Whether you regard A3 as a process, a methodology or simply the creative use of a large piece of paper, Shook pulls you into rigorous problem solving.

Consider a piece of paper 11 inches long and 17 inches wide — this is the international paper size known as A3. When lean companies like Toyota discuss A3s, they mean using an A3 sheet of paper as a tool to help them work through concrete manufacturing issues. The A3 management approach utilizes this larger-size paper format to standardize how a company innovates, plans and solves problems.

Managing to Learn

An A3 is a piece of paper, a methodology and a process — all at the same time. A3 paper is the international term for a large sheet of paper, roughly equivalent to the byinch U.

Management expert James Womack, Ph. As a result, readers learn how to write a powerful A3—while learning why the technique is at the core of lean management and lean leadership. Executives and managers at all levels in the organization will benefit from the book.

Managing to Learn

An A3 can be used wherever there is a need for people to work together to get clarity on a problem or proposal and then to create a set of realistic and effective countermeasures. A3s can be prepared by individuals, teams, or any leader and his or her report.

John Shook is an industrial anthropologist who began his observations and analysis of companies, their operations, and organization during his first tour of companies in Japan in While all of the most popular computer programs can be used, each exerts a specific influence that can produce drawbacks.

Some people swear by the capabilities of Excel, but I find it too difficult to use, and believe that the final products look unfriendly. When creating an A3 with a computer, I favor using PowerPoint. Should I use a standard A3 format?

Some companies create standard templates and make them available on a shared electronic space. Articulating and sharing a standard way of thinking can be a very productive thing. However, beware.

The good news about creating a template is that people will follow it.

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And the bad news is…that they will follow it. The key thing to keep in mind is that the paper and format are far less important than the learning journey. Companies do everything from physically walking a current report through the gemba, to making photocopies and distributing them, or creating electronic methods of intranets or wikis or other shared spaces.

The point here is to produce the method that works best for you. The answer to that question is…yes. But at the same time, without teaching the discipline of rigorous problem-solving, this becomes somewhat of a fairy tale without any teeth to it.

My goal with this book is to provide a complete and accurate description of A3 management, so that a serious reader can get insights into the holistic nature of this system, seeing how this tool can be a way for them to approach this from whatever level they happen to be at.

How does A3 management fit in with other problem-solving tools and methodologies? Likewise, an A3 contains both a problem and analysis section.

One of the distinctive qualities of the A3 is that it properly frames any problem, as a story within a business context, and encourages the use of any scientific tool of analysis.

How do A3s relate to value-stream maps, as well as other lean tools? Either can spawn the other. That is to say, an A3 can lead to the value-stream map or the value-stream map can generate an A3 to solve a specific problem.

No tools are used in isolation. They are themselves temporary countermeasures, ways to address the stated problem at hand.

Managing to Learn Summary

Also, these tools become effective only when the company has a hoshin kanri process in place. Every individual working at a company with a commonly understood system of policy deployment can launch an A3 very clearly.Lean Product and Process Development, 2nd Edition.

I love how John has written it as two books in one, sharing both the story of the learner and the story of the coach side by side. John Shook.

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