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    Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win

    • Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win

    • By: Steven J Spear

    • Publisher: McGraw-Hill

    • Pub. Date:

    • Print ISBN-13: 978-0-071-49988-0

    • E-Book ISBN-13: 978-0-071-64151-7

    • Pages in Print Edition: 432

    • Subscriber Rating: 0 out of 5 rating0 [0 Ratings]

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    Overview

    Winner of the Shingo Prize for Research and Professional Publication, 2009

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    Top Level Categories:
    Business

    Sub-Categories:
    Business > Strategy Business Planning

    Table of Contents

     

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    Copyright

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    Foreword

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    Preface

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    Acknowledgments

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    Chapter 1 Getting to the Front of the Pack
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    Rabbits Abound

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    High-Velocity Competitors

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    Structure and Dynamics of High-Velocity Organizations

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    The Four Capabilities of High-Velocity Organizations
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    Capability 1: Specifying Design to Capture Existing Knowledge and Building In Tests to Reveal Problems

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    Capability 2: Swarming and Solving Problems to Build New Knowledge

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    Capability 3: Sharing New Knowledge throughout the Organization

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    Capability 4: Leading by Developing Capabilities 1, 2, and 3

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    Chapter Overview

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    Chapter 2 Complexity: The Good News and the Bad News
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    Simple Systems and Complex Systems

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    Two Examples of the Dilemma of Scientific Progress

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    Chapter 3 How Complex Systems Fail
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    People, Processes, and "Normal Accidents"

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    Death of a Patient: Functions but No Process
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    WHY HEALTH-CARE PROFESSIONALS ARE ILL PREPARED TO MANAGE SYSTEMS

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    Death of Two Crews: Unheeded Warnings

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    Slow Death of an Automaker: Coping but Not Improving
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    Orientation and Seat Installation

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    Body Shop

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    The Three-Wheeled Car

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    Chapter 4 How Complex Systems Succeed
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    Alcoa: Safety In Unsafe Situations

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    The Four Capabilities at Alcoa
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    Capability 1: Seeing Problems as They Occur

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    Capability 2: Swarming and Solving Problems As They Are Seen

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    Capability 3: Spreading New Knowledge

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    Capability 4: Leading by Developing Capabilities 1, 2, and 3

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    Sustaining and Expanding the Results

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    REFLECTIONS ON MANAGEMENT AND LEADERSHIP

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    Chapter 5 High Velocity Under the Sea, in the Air, and on the Web
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    U.S. Navy Nuclear Power Propulsion Program

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    Capability 1: Capturing the Best Collective Knowledge and Making Problems Visible

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    Capability 2: Building Knowledge by Swarming and Solving Problems

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    Capability 3: Spreading Lessons Learned to the Whole Organization

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    Capability 4: Leading by Developing Capabilities 1, 2, and 3 in Others

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    LOSS OF THE THRESHER

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    Pratt & Whitney: Higher-Speed, Lower-Cost New Product Development

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    Avenue A: From Chaotic Mess to Lean and Mean

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    And Now for Toyota...

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    Chapter 6 Capability 1: System Design and Operation
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    How Toyota Raced from Behind to Win

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    Generating High Velocity: The Legacies of Taiichi Ohno and Sakichi Toyoda

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    A Framework for Designing Systems

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    HOW THE CAPABILITIES CORRESPOND TO RULES IN USE

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    Specifying Work Designs and Building In Tests
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    Example: Assembly-Line Work

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    Example: Training Assembly-Line Workers

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    Example: Managing High-Volume Mass-Customized Production

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    Example: Consolidating Three Production Lines

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    Example: New Model Launch

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    Chapter 7 Capability 2: Problem Solving and Improvement

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    Problem-Solving Frameworks
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    Problem-Solving Goal: The "Ideal"

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    Problem-Solving Discipline

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    Example: Quality Circle at Taiheiyo

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    Example: Quality Circle at NHK Toyota

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    Example: Quality Circle at Aisin

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    Example: Comprehensive Process Redesign at Aisin

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    Example: Teaching Others to Generate Knowledge While Solving Problems

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    Example: Improving People While Improving Processes

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    Looking Ahead to Capability 3

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    Chapter 8 Capability 3: Knowledge Sharing
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    Shared Knowledge: Fuel for High Velocity

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    Case: Accelerating North America
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    Background: Global Localization

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    Global Localization First Steps: NUMMI

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    Packaging Toyota Know-How for Export

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    Example: Final-Assembly Skills

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    Example: Welding

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    Example: Group-Leader Training

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    Progress to Date

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    Case: High-Velocity Product Design
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    Knowledge Generation: Organized for Discovery

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    Knowledge Capture: Codifying Discoveries

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    Case: Jishuken Activities

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    Chapter 9 Capability 4: Developing High-Velocity Skills in Others

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    Learning to Lead at Toyota
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    Learning to See and Solve Problems

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    The "Process" of Leadership

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    HOW I LEARNED TO LEARN

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    A Toyota Leader in Action

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    Leader as Capability Developer

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    Process-Excellence Boot Camp

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    Leader as Process Owner

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    Who Is in Charge of Whom?

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    Chapter 10 High-Velocity Crisis Recovery

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    The Crisis That Wasn't
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    Toyota Resumes Most Production

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    Self-Organization: Complex Results from Simple Rules

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    Crisis Recovery as Regular Work
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    Example: Port Lockout

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    Example: Finding a New Permanent Supplier

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    Example: Finding a Temporary Supplier

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    Example: Crisis as Improvement Opportunity

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    Crisis? What Crisis?

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    Chapter 11 Creating High-Velocity Health-Care Organizations
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    The American Health-Care System Is Too Dangerous

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    The American Health-Care System Can Do Better
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    Case: Improving Primary Care

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    Case: Putting an End to Hospital-Acquired Infections
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    Case: Stress-Testing and Improving Medication Administration

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    Case: Stopping the Presurgical Madness

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    Case: Total Dedication to High-Velocity Health Care

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    Process Management as a Problem of Medical Education

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    MEDICAL EDUCATION AS A PROCESS WITH AN OUTPUT

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    Chapter 12 Conclusion

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    References

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    Notes

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    Index
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