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Managing to Learn: Using the A3 management process

Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the A3 management process found at the heart of lean management and leadership. Constructed as a dialogue between a manager and his boss, the book explains how “A3 thinking” helps managers and executives identify, frame, and act on problems and challenges. Shook calls this A3 approach, “the key to Toyota’s entire system of developing talent and continually deepening its knowledge and capabilities.”

6296 in stock

Four Types of Problems

When faced with a problem, many business leaders and teams mechanically reach for a familiar problem-solving methodology. The problem is that the methods are often mismatched with the problem, creating unnecessary struggle, frustration, delay, and ineffectiveness in solving the problem -- if it is ever solved at all.

In Four Types of Problems: from reactive troubleshooting to creative innovation veteran lean management practitioner Art Smalley, explains why settling on a favorite problem-solving technique or two is a mistake. He shows that most business problems fall into four main categories, each requiring different thought processes, management cadences, and improvement methods.

660 in stock

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Written by:

John Shook

|Art Smalley

About John Shook

John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota’s headquarters, he became the company’s first American kacho (manager) in Japan.…

Read more about John Shook

About Art Smalley

Art is the author of the LEI workbook Creating Level Pull: a lean production-system improvement guide for production control, operations, and engineering professionals, which received a 2005 Shingo Research Award. He was inducted into the Shingo Prize Academy in 2006. Art learned about lean manufacturing while living, studying, and working in Japan for 10 years as one of the first foreign nationals to work for Toyota. He spent the majority of his Toyota career helping the company transfer its production, engineering, and management systems to facilities around the world. After leaving Toyota, Art became director of lean production operations at Donnelly Corp., (now part of Magna Inc.), a tier one automotive supplier with more than 15 plants in North America and Europe. Art subsequently joined McKinsey & Company, where he was the firm’s leading expert in lean manufacturing. He currently aids companies implementing lean through Art of Lean.

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Managing to Learn: Using the A3 management process

Four Types of Problems

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