Release the performance trapped inside your organization.

See to Solve helps complex organizations get more capacity, faster execution and measurable results from the people and resources they already have.

See how it works ↓

Founded by Dr. Steve Spear, MIT Sloan Senior Lecturer and author of The High-Velocity Edge.

Research meets results.

Dr. Steve Spear

Senior Lecturer, MIT Sloan School of Management, MIT System Dynamics

Senior Fellow, Institute for Healthcare Improvement · 2× Philip B. Crosby Medal · 6× Shingo Publication Award

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.

inLinkedIn

Books, papers + recognition Full publication record ↗

Wiring the Winning Organization book cover — ***Wiring the Winning Organization*** Publication Award·Philip B. Crosby Medal

The High-Velocity Edge book cover — ***The High-Velocity Edge*** Prize for Research Excellence·Philip B. Crosby Medal

HARVARD
BUSINESS
REVIEW

Decoding the DNA of the Toyota Production System

1999

Harvard Business ReviewShingo Research & Professional Publication Prize

HARVARD
BUSINESS
REVIEW

Learning to Lead at Toyota

2004

Harvard Business ReviewShingo Research & Professional Publication Prize

HARVARD
BUSINESS
REVIEW

Fixing Health Care from the Inside, Today

2005

Harvard Business ReviewShingo Research & Professional Publication Prize · HBR McKinsey Award

Maria Mentzer

Enterprise Performance Leader

Cross-functional business leader · MIT Leaders for Global Operations alumna

Maria has spent more than 20 years leading complex operations and transformation across manufacturing, engineering, supply chain and enterprise functions. At Intel, she was part of the team that led the work that cut semiconductor fab cycle time from three months to three weeks, making it the fastest semiconductor fab in the world. She later took the approach across Intel’s Non-Volatile Memory Solutions Group and went on to serve as Senior Director of Supply Chain and Business Solutions at Solidigm.

Today, Maria works with senior leaders of complex organizations to release the performance trapped inside their businesses. She has built the system for putting Steve Spear’s research to work: the tools, coaching, practice and software that make it easier to implement, repeat and scale until it becomes an internal capability the organization can carry forward itself.

inLinkedIn

Daniel Gordon

Founder · Customer Success Officer

More than 20 years turning complex customer needs into practical software people can actually use.

James Wolfe

Founder · Chief Executive Officer

More than 20 years in software architecture and product development, leading the technology behind See to Solve.

“After being trained and mentored by some of the greatest minds in TPS, I realized that the capabilities described by Dr. Spear are exactly how business is conducted at Toyota. Those capabilities became the platform for the TPS for Executives workshop used by Toyota’s supplier development group.”

Darrel Cook

Director of Human Resources Development, Avanzar

Nearly 30 years in automotive Tier 1 suppliers, with Toyota as the primary customer

When performance gets released.

Global technology

10h → 10m

Customer sample response

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.

Government operations

~150d → 82d

Equipment overhaul pilot

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.

Global consumer

50% MORE
OUTPUT

Without increasing headcount

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
Crocs, Netherlands

The See to Solve process.

Start with a result the business needs to improve. Use it to develop a way of working that more teams can adopt.

One leadership sliver

Senior leaderOperating leadersFront-line leaders

Then into real teams

Model Line A

Internal coach

Model Line B

Internal coach

More slivers · more teams · more internal coaches

Leadership routines · PMO · HR · communications · software

01Ignite

Leaders experience the shift before they lead it.

Start with a leadership sliver: the senior leader and the leaders beneath them who shape the conditions around the work. Through immersion, they see the improvement dynamic for themselves and understand the role only leadership can play.

02Bring it home

Put it to work on a result that matters.

The same leaders take the practice into real work through coached Model Lines. Teams see what is getting in the way, test changes and measure what moves.

03Do the reps

Build capability through practice.

Teams repeat the cycle on real work. Internal coaches learn alongside them, building the capability to support the next teams without depending on See to Solve.

04Sustain + spread

Spread it without losing what makes it work.

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.

Custom software built to support and sustain.

Flow™

See how the work actually moves.

Flow™ makes complex work visible across functions: who owns what, how work moves, where handoffs break down, what teams are testing and what they’re learning as they improve it.

Flow™

Alert™

Surface problems while the evidence is fresh, so they don’t build up.

Alert™ lets people report a problem in seconds, right where it happens, while the evidence is still fresh. Its patented routing automatically sends each alert to the right responder, so the person reporting it never has to work out who to contact.

Leadership challenge

Get Out of the Room Challenge

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.

See the challenge →

See what this could look like in your organization.

Tell us what you are trying to improve and where progress keeps getting stuck.