Do We Need Another Share in the See, Solve, Share Model of Continuous Improvement?
I love\xa0Steve Spear\u2018s emphasis on a Toyota-based\xa0Lean model of:
\n\u201cSee, Solve, Share\u201d
\nSee problems, solve problems, and share what worked as countermeasures. That's the ideal, and it's powerful where it exists.
\nAt Toyota, and companies like it, there's an understanding that speaking up about problems leads to a constructive response from leaders.\xa0
\nThat's not always true at other companies that are starting or attempting their \u201cLean Journey.\u201d
\nThe\xa0Psychological Safety\xa0that might be taken for granted at Toyota must be actively cultivated in a company before continuous improvement can really take root, let alone take off.
\nI think the model could also be stated as:
\n\u201cSee, Share, Solve, Share\u201d
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