See to Solve helps complex organizations get more capacity, faster execution and measurable results from the people and resources they already have.
Steve has spent three decades studying why some organizations dramatically outperform peers with comparable people and resources. His extensive research into Toyota and other high-performing organizations helped explain how exceptional organizations learn, solve problems and improve as they work.
His work became the basis for the Alcoa Business System and DTE Operating System and has informed major programs at Intel, GSK, Pratt & Whitney, Intuit and Novelis.
More than 20 years turning complex customer needs into practical software people can actually use.
More than 20 years in software architecture and product development, leading the technology behind See to Solve.
Nine workaround steps had become part of responding to a customer request. The team found the underlying data problem, removed the workarounds and cut response time in less than four weeks.
Work repeatedly stopped for materials and paperwork. Leaders and support teams changed how the job was prepared so the work could begin with what it required.
One packing-line change was assessed at a 50% improvement with the same team. Across the areas examined, the client’s post-event analysis identified a wider capacity opportunity with existing headcount.
Client post-event analysis. Continued practice is needed to establish and sustain the gains.
“We’d had several Lean consultants come in, but none of them could even identify the problem. See to Solve coached us to find the problem and work out the solution ourselves. Because it was our solution, we had momentum.”Engineer
Start with a result the business needs to improve. Use it to develop a way of working that more teams can adopt.
Start with a leadership sliver: the senior leader and the leaders beneath them who shape the conditions around the work. Through immersion, they experience the improvement dynamic themselves and see their role differently.
The sliver brings teams underneath it into coached Model Lines. Leaders and teams work on real processes, see what is getting in the way, test changes and measure what happens.
Teams keep practicing and internal coaches emerge from the work. They learn to facilitate, coach leaders and help the next teams build the same capability without depending on us.
More leadership slivers, teams and internal coaches carry the practice outward. Leadership routines, a small support team, HR, communications and software reinforce it as it spreads.
Flow™ makes complex work visible across functions: who owns what, where handoffs break down, what teams are testing and what they are learning.
Explore Flow™ →
Alert™ gives people a fast way to report a problem where it happens, add the context responders need and route it to the right people before the evidence disappears.
Explore Alert™ →When the only way to get more done seems to be:
“We need more people.”
For senior leaders running complex organizations who own the outcome, can change the conditions, and are willing to go see the work firsthand.
Tell us what you are trying to improve and where progress keeps getting stuck.
