The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition

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The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition

Format:  Hardcover,

407 pages

Publisher: McGraw-Hill

Publish Date: Apr 2010

ISBN-13: 9780071741415

ISBN-10: 0071741410

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Book Information

The following content was provided by the publisher.

Generate Better, Faster Results-- Using Less Capital and Fewer Resources

" "The High-Velocity Edge"] contains ideas that form the basis for structured continuous learning and improvement in every aspect of our lives. While this book is tailored to business leaders, it should be read by high school seniors, college students, and those already in the workforce. With the broad societal application of these ideas, we can achieve levels of accomplishment not even imagined by most people."
The Honorable Paul H. O'Neill, former CEO and Chairman, Alcoa, and Former Secretary of the Treasury

"Some firms outperform competitors in many ways at once--cost, speed, innovation, service. How? Steve Spear opened my eyes to the secret of systemizing innovation: taking it from the occasional, unpredictable 'stroke of genius' to something you and your people do month-in, month-out to outdistance rivals."
Scott D. Cook, founder and Chairman of the Executive Committee, Intuit, Inc.

"Steven Spear connects a deep study of systems with practical management insights and does it better than any organizational scholar I know. This] is a profoundly important book that will challenge and inspire executives in all industries to think more clearly about the technical and social foundations of organizational excellence."
Donald M. Berwick, M.D., M.P.P., President and CEO, Institute for Healthcare Improvement

About the Book

How can some companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these extraordinary, high-velocity organizations consistently outperform all the competition--and, more importantly, continually widen their leads.

In "The High-Velocity Edge," the reissued edition of five-time Shingo Prize winner Steven J. Spear's critically acclaimed book "Chasing the Rabbit," Spear describes what sets market-dominating companies apart and provides a detailed framework you can leverage to surge to the lead in your own industry. Spear examines the internal operations of dominant organizations across a wide spectrum of industries, from technology to design and from manufacturing to health care.

While he investigates several great operational triumphs, like top-tier teaching hospitals' fantastic improvements in quality of care, Pratt & Whitney's competitive gains in jet engine design, and the U.S. Navy's breakthroughs in inventing and applying nuclear propulsion, "The High-Velocity Edge" is not just about the adoration of success. It also takes a critical look at some of the operational missteps that have humbled even the most reputable and respected of companies and organizations. The decades-long prominence of Toyota, for example, is contrasted with the many factors leading to the automaker's sweeping 2010 product recalls. Taken together, these multiple perspectives and in-depth case studies show how to: Build a system of "dynamic discovery" designed to reveal operational problems and weaknesses as they arise Attack and solve problems when and where they occur, converting weaknesses into strengths Disseminate knowledge gained from solving local problems throughout the company as a whole Create managers invested in developing everyone's capacity to continually innovate and improve

Whatever kind of company you operate-- from technology to fi nance to healthcare-- mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results--using less capital and fewer resources.

Apply the lessons of Steven J. Spear and gain a high-velocity edge over every competitor in your industry.

Specifications

:
Publisher: McGraw-Hill
Publish Date: Apr 2010
ISBN-13: 9780071741415
ISBN-10: 0071741410
Format: Hardcover
Number of Pages: 407
Shipping Weight (in pounds): 1.7
Product in Inches (L x W x H): 6.5 x 9.5 x 1.25
Walmart No.: 9780071741415

Chapter outline

Prefacep. vii
Forewordp. xiii
Acknowledgmentsp. xxi
Getting to the Front of the Packp. 1
Complexity: The Good News and the Bad Newsp. 33
How Complex Systems Failp. 45
How Complex Systems Succeedp. 87
High Velocity Under the Sea, in the Air, and on the Webp. 109
Capability 1: System Design and Operationp. 155
Capability 2: Problem Solving and Improvementp. 193
Capability 3: Knowledge Sharingp. 225
Capability 4: Developing High-Velocity Skills in Othersp. 263
High-Velocity Crisis Recoveryp. 295
Creating High-Velocity Health-Care Organizationsp. 323
Conclusionp. 357
Epiloguep. 365
Referencesp. 367
Notesp. 377
Indexp. 395

Book description

Generate Better, Faster Results—Using Less Capital and Fewer Resources!

“[ The High-Velocity Edge] contains ideas that form the basis for structured continuouslearning and improvement in every aspect of our lives. While this book is tailored to businessleaders, it should be read by high school seniors, college students, and those already in theworkforce. With the broad societal application of these ideas, we can achieve levels ofaccomplishment not even imagined by most people.”

The Honorable Paul H. O’Neill, former CEO and Chairman, Alcoa, andFormer Secretary of the Treasury

“Some firms outperform competitors in many ways at once—cost, speed, innovation, service. How? Steve Spear opened my eyes to the secret of systemizing innovation: taking it from theoccasional, unpredictable ‘stroke of genius’ to something you and your people domonth-in, month-out to outdistance rivals.”

Scott D. Cook, founder and Chairman of the Executive Committee, Intuit, Inc.

“Steven Spear connects a deep study of systems with practical management insightsand does it better than any organizational scholar I know. [This] is a profoundly important bookthat will challenge and inspire executives in all industries to think more clearly about thetechnical and social foundations of organizational excellence.”

Donald M. Berwick, M.D., M.P.P., President and CEO, Institute for Healthcare Improvement

About the Book

How can some companies perform sowell that their industry counterpartsare competitors in name only? Although theyoperate in the same industry, serve the samemarket, and even use the same suppliers, these extraordinary, high-velocity organizationsconsistently outperform all the competition—and, more importantly, continuallywiden their leads.

In The High-Velocity Edge, the reissued edition of five-time Shingo Prize winner Steven J. Spear’s critically acclaimed book Chasing the Rabbit, Spear describes what sets market-dominatingcompanies apart and provides adetailed framework you can leverage to surgeto the lead in your own industry. Spear examines the internal operations ofdominant organizations across a wide spectrumof industries, from technology todesign and from manufacturing to healthcare.

While he investigates several great operationaltriumphs, like top-tier teachinghospitals’ fantastic improvements in qualityof care, Pratt & Whitney’s competitive gainsin jet engine design, and the U.S. Navy’sbreakthroughs in inventing and applyingnuclear propulsion, The High-Velocity Edge isnot just about the adoration of success. It alsotakes a critical look at some of the operationalmissteps that have humbled even the mostreputable and respected of companies andorganizations. The decades-long prominenceof Toyota, for example, is contrasted withthe many factors leading to the automaker’ssweeping 2010 product recalls. Taken together, these multiple perspectivesand in-depth case studies show how to:

  • Build a system of “dynamic discovery”designed to reveal operational problemsand weaknesses as they arise
  • Attack and solve problems when and wherethey occur, converting weaknessesinto strengths
  • Disseminate knowledge gained from solvinglocal problems throughout the companyas a whole
  • Create managers invested in developingeveryone’s capacity to continually innovateand improve

Whatever kind of company you operate—from technology to fi nance to healthcare—mastery of these four key capabilities willput you on the fast track to operationalexcellence, where you will generate faster, better results—using less capital and fewerresources.

Apply the lessons of Steven J. Spear and gaina high-velocity edge over every competitor inyour industry.

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