How great enterprises liberate ingenuity throughout their enterprises to gain and sustain competitive advantage

Steven J Spear är en av de absolut vassaste på lean inom offentlig verksamhet och sjukvård. Tyvärr kan han inte vara på plats i Göteborg, men vi tycker att det han har att säga är viktigt så vi är väldigt glada att vi med teknikens hjälp ändå kan ta del av Stevens slutsatser.

Efter föredraget kommer Tore Evang från Karolinska Universitetssjukhuset att tillsammans med Fredrik Hansson från Sahlgrenska Universitetssjukhuset dela sina tankar och erfarenheter från just sjukvården.

Regardless of sector, there are those few exemplars that set standards in terms of what is possible in terms of generating and delivering value to society and so succeeding in their missions. What’s remarkable is how large are the gaps between best and the rest even in the most level playing field situations, in which everyone is subject to the same rules and regulations, depends on the same science and technology, has access to similar raw material and capital resources and is contending for winning position in the same markets.  The rewards for being best are enormous and accrue to all stakeholders.  

 

Given everything being equal, other than the outcomes, the only possible difference separating the exemplars from the field are their management systems, the means by which they harmonize dispersed and varied efforts into collective action towards common purpose.  This is not merely algorithmic scheduling of material flows through machines, literally or figuratively. Given the ubiquity of the materials, the machines, and the algorithms, that’s not a differentiator.  What actually makes the difference is that the very best have developed approaches that allow individuals to give far better expression to their innate problem solving ability and have individual efforts interact in collaborative creativity, with far greater yield, achieved better, faster, easier and more affordably.  This emphasis on creating management systems designed around the human mind may seem counter intuitive, especially in capital intensive environments, in which product and process are so dominating. Nevertheless, all collaboration occurs to solve problems, at least in part, and those who do it best win. 
 
This presentation will establish the gaps in performance between the very best and their peers, explain the mechanisms that distinguish one from the others, highlight those with select examples and refer to the theory that explains why they work.

Spear’s work has delivered transformative ideas to organizations, informing the creation and deployment of Alcoa’s Business System, which simultaneously generated great cost savings and a marked reduction in workplace risk, the Pittsburgh region’s ‘perfecting patient care system’, which helped eliminated terrible complications and reduce over burden on staff while adding capacity, DTE’s operating system, which helped reduce cost and improve field service performance, and the Pittsburgh Women’s Center and Shelter victim abuse hotline overhaul, which reduced the time to get a victim resettled from four days to four hours. Spear’s also been principal advisor to public sector leaders included senior officers in the US Navy over more than a decade and an Undersecretary for Health Affairs at the VA. Steve’s doctorate is from Harvard, his masters degrees in mechanical engineering and management are from MIT, and he received his bachelor’s degree at Princeton, where he studied economics.