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	<title>The High-Velocity Edge</title>
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	<link>http://thehighvelocityedge.mhprofessional.com/apps/ab</link>
	<description>The High-Velocity Edge - Steven Spear\'s Official Blog. Steven Spear is The Author of The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition</description>
	<pubDate>Tue, 27 Mar 2012 11:38:53 +0000</pubDate>
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		<title>Cultivating an experimental mindset: Critical leadership skill and responsibility</title>
		<link>http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/03/27/cultivating-an-experimental-mindset-critical-leadership-skill-and-responsibility/</link>
		<comments>http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/03/27/cultivating-an-experimental-mindset-critical-leadership-skill-and-responsibility/#comments</comments>
		<pubDate>Tue, 27 Mar 2012 11:38:53 +0000</pubDate>
		<dc:creator>steven_spear</dc:creator>
		
		<category><![CDATA[Featured Article]]></category>

		<category><![CDATA[High Velocity Organizations]]></category>

		<category><![CDATA[continuous improvement]]></category>

		<category><![CDATA[decoding the dna of toyota]]></category>

		<category><![CDATA[dna of tps]]></category>

		<category><![CDATA[high velocity edge]]></category>

		<category><![CDATA[Innovation]]></category>

		<category><![CDATA[lean]]></category>

		<category><![CDATA[lean manufacturing]]></category>

		<category><![CDATA[lean production]]></category>

		<category><![CDATA[learning to lead]]></category>

		<category><![CDATA[new product development]]></category>

		<category><![CDATA[steven spear]]></category>

		<category><![CDATA[toyota production]]></category>

		<category><![CDATA[toyota production system]]></category>

		<category><![CDATA[TPS]]></category>

		<guid isPermaLink="false">http://thehighvelocityedge.mhprofessional.com/apps/ab/?p=172</guid>
		<description><![CDATA[There are often huge disparities in performance among rivals that are otherwise similar by the products and services they offer, the markets in which they compete.  Understanding and replicating the same phenomenon is the shared objective of lean, six sigma, TQM, process re engineering and the like.
The disparities in performance are across the board in [...]


Related posts:<ol><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/11/02/why-ops-excellence-efforts-peter-outnot-seen-as-critical-skill-in-succession-planning/' rel='bookmark' title='Permanent Link: Why ops excellence efforts peter out&#8230;not seen as critical skill in succession planning&#8230;'>Why ops excellence efforts peter out&#8230;not seen as critical skill in succession planning&#8230;</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/11/22/debate-amongst-quality-movements-obscures-fundamental-truths/' rel='bookmark' title='Permanent Link: Debate amongst quality movements obscures fundamental truths for achieving exceptional results&#8230;'>Debate amongst quality movements obscures fundamental truths for achieving exceptional results&#8230;</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/10/06/standardization-the-prerequisite-for-any-meaningful-improvement/' rel='bookmark' title='Permanent Link: Standardization the prerequisite for any meaningful improvement&#8230;'>Standardization the prerequisite for any meaningful improvement&#8230;</a></li></ol>]]></description>
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		</item>
		<item>
		<title>P Krugman over simplifies spending-recovery link&#8230;</title>
		<link>http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/01/30/p-krugman-over-simplifies-spending-recovery-link/</link>
		<comments>http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/01/30/p-krugman-over-simplifies-spending-recovery-link/#comments</comments>
		<pubDate>Mon, 30 Jan 2012 10:53:56 +0000</pubDate>
		<dc:creator>steven_spear</dc:creator>
		
		<category><![CDATA[Economy recovery]]></category>

		<category><![CDATA[Featured Article]]></category>

		<category><![CDATA[chasing the rabbit]]></category>

		<category><![CDATA[dna of toyota production system]]></category>

		<category><![CDATA[dna of tps]]></category>

		<category><![CDATA[high velocity]]></category>

		<category><![CDATA[high velocity edge]]></category>

		<category><![CDATA[lean manufacturing]]></category>

		<category><![CDATA[operational excellence]]></category>

		<category><![CDATA[paul krugman]]></category>

		<category><![CDATA[recession]]></category>

		<category><![CDATA[steven spear]]></category>

		<category><![CDATA[toyota dna]]></category>

		<category><![CDATA[toyota production system]]></category>

		<guid isPermaLink="false">http://thehighvelocityedge.mhprofessional.com/apps/ab/?p=171</guid>
		<description><![CDATA[I fear Professor Krugman (&#8221;The Austerity Debacle,&#8221; NY Times, Jan 29) overly simplifies cause and effect between fiscal policy and job growth.  Surely other factors matter in explaining the difference in experiences approximately 100 years apart.
For instance, the sovereign debt crisis affects the progress of economic recovery because of the major jolt of uncertainty and [...]


Related posts:<ol><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/04/22/paul-krugman-patients-arent-consumers-but-they-should-be/' rel='bookmark' title='Permanent Link: Paul Krugman: &#8220;Patients aren&#8217;t consumers&#8221; (but they should be)'>Paul Krugman: &#8220;Patients aren&#8217;t consumers&#8221; (but they should be)</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2009/02/25/economic-recovery-package-a-systems-perspective-part-i/' rel='bookmark' title='Permanent Link: Economic Recovery Package&#8211;A systems perspective (Part I)'>Economic Recovery Package&#8211;A systems perspective (Part I)</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/03/27/cultivating-an-experimental-mindset-critical-leadership-skill-and-responsibility/' rel='bookmark' title='Permanent Link: Cultivating an experimental mindset: Critical leadership skill and responsibility'>Cultivating an experimental mindset: Critical leadership skill and responsibility</a></li></ol>]]></description>
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		</item>
		<item>
		<title>What is a QI project&#8230;</title>
		<link>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/27/what-is-a-qi-project/</link>
		<comments>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/27/what-is-a-qi-project/#comments</comments>
		<pubDate>Tue, 27 Dec 2011 16:42:56 +0000</pubDate>
		<dc:creator>steven_spear</dc:creator>
		
		<category><![CDATA[Featured Article]]></category>

		<category><![CDATA[High Velocity Organizations]]></category>

		<category><![CDATA[chasing the rabbit]]></category>

		<category><![CDATA[clayton christensen]]></category>

		<category><![CDATA[disruptive innovation]]></category>

		<category><![CDATA[health care quality]]></category>

		<category><![CDATA[lean manufacturing]]></category>

		<category><![CDATA[lean production]]></category>

		<category><![CDATA[quality circles]]></category>

		<category><![CDATA[quality of care]]></category>

		<category><![CDATA[quility improvement]]></category>

		<category><![CDATA[steven spear]]></category>

		<category><![CDATA[the high velocity edge]]></category>

		<guid isPermaLink="false">http://thehighvelocityedge.mhprofessional.com/apps/ab/?p=170</guid>
		<description><![CDATA[A question came in: How do we define a QI project for those new to the experience?
Answer:
I strongly encourage you all to look at continuous improvement and the achievement of exceptional performance as the result of a holistic approach to managing complex operating systems and not something achieved by QI projects or particular production control [...]


Related posts:<ol><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/10/06/standardization-the-prerequisite-for-any-meaningful-improvement/' rel='bookmark' title='Permanent Link: Standardization the prerequisite for any meaningful improvement&#8230;'>Standardization the prerequisite for any meaningful improvement&#8230;</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/03/27/cultivating-an-experimental-mindset-critical-leadership-skill-and-responsibility/' rel='bookmark' title='Permanent Link: Cultivating an experimental mindset: Critical leadership skill and responsibility'>Cultivating an experimental mindset: Critical leadership skill and responsibility</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/05/28/does-lean-become-self-perpetuating/' rel='bookmark' title='Permanent Link: Does &#8216;Lean&#8217; Become Self Perpetuating?'>Does &#8216;Lean&#8217; Become Self Perpetuating?</a></li></ol>]]></description>
		<wfw:commentRss>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/27/what-is-a-qi-project/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Harvard Pilgrim rewards patients for switching care&#8230;</title>
		<link>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/20/harvard-pilgrim-rewards-patients-for-switching-care/</link>
		<comments>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/20/harvard-pilgrim-rewards-patients-for-switching-care/#comments</comments>
		<pubDate>Tue, 20 Dec 2011 12:58:53 +0000</pubDate>
		<dc:creator>steven_spear</dc:creator>
		
		<category><![CDATA[Featured Article]]></category>

		<category><![CDATA[Health Care]]></category>

		<category><![CDATA[chasing the rabbit]]></category>

		<category><![CDATA[healthcare]]></category>

		<category><![CDATA[high velocity edge]]></category>

		<category><![CDATA[High Velocity Organizations]]></category>

		<category><![CDATA[innovators prescription]]></category>

		<category><![CDATA[lean healthcare]]></category>

		<category><![CDATA[lean manufacturing]]></category>

		<category><![CDATA[lean production]]></category>

		<category><![CDATA[patient safety]]></category>

		<category><![CDATA[quality of care]]></category>

		<category><![CDATA[steven spear]]></category>

		<guid isPermaLink="false">http://thehighvelocityedge.mhprofessional.com/apps/ab/?p=169</guid>
		<description><![CDATA[Harvard Pilgrim&#8217;s efforts to redirect patients to lower cost diagnostic tests (Boston Globe, December 20) can be a first step in having healthcare sourcing decisions made based on quality and cost. This depends on the insurer’s recommendations reflecting both quality of care and cost data.  On the other hand, merely rewarding providers who have negotiated [...]


Related posts:<ol><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/04/22/paul-krugman-patients-arent-consumers-but-they-should-be/' rel='bookmark' title='Permanent Link: Paul Krugman: &#8220;Patients aren&#8217;t consumers&#8221; (but they should be)'>Paul Krugman: &#8220;Patients aren&#8217;t consumers&#8221; (but they should be)</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/06/07/david-brooks-where-wisdom-lives-way-overstates-medicare-problem/' rel='bookmark' title='Permanent Link: David Brooks: &#8220;Where Wisdom Lives&#8221; way overstates Medicare problem&#8230;'>David Brooks: &#8220;Where Wisdom Lives&#8221; way overstates Medicare problem&#8230;</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/03/22/performance-data-and-informed-choice-essential-for-moving-from-zero-sum-to-net-gain-in-heatlhcare-reform/' rel='bookmark' title='Permanent Link: Performance data and informed choice: Essential for moving from zero sum to net gain in heatlhcare reform&#8230;'>Performance data and informed choice: Essential for moving from zero sum to net gain in heatlhcare reform&#8230;</a></li></ol>]]></description>
		<wfw:commentRss>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/12/20/harvard-pilgrim-rewards-patients-for-switching-care/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Why ops excellence efforts peter out&#8230;not seen as critical skill in succession planning&#8230;</title>
		<link>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/11/02/why-ops-excellence-efforts-peter-outnot-seen-as-critical-skill-in-succession-planning/</link>
		<comments>http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/11/02/why-ops-excellence-efforts-peter-outnot-seen-as-critical-skill-in-succession-planning/#comments</comments>
		<pubDate>Wed, 02 Nov 2011 20:25:56 +0000</pubDate>
		<dc:creator>steven_spear</dc:creator>
		
		<category><![CDATA[Featured Article]]></category>

		<category><![CDATA[High Velocity Organizations]]></category>

		<category><![CDATA[chasing the rabbit]]></category>

		<category><![CDATA[high velocity edge]]></category>

		<category><![CDATA[Innovation]]></category>

		<category><![CDATA[leadership]]></category>

		<category><![CDATA[lean manufacturing]]></category>

		<category><![CDATA[lean production]]></category>

		<category><![CDATA[learning organization]]></category>

		<category><![CDATA[operational excellence]]></category>

		<category><![CDATA[rickover]]></category>

		<category><![CDATA[six sigma]]></category>

		<category><![CDATA[Toyota]]></category>

		<category><![CDATA[toyota dna]]></category>

		<category><![CDATA[toyota production system]]></category>

		<category><![CDATA[TPS]]></category>

		<category><![CDATA[tps dna]]></category>

		<guid isPermaLink="false">http://thehighvelocityedge.mhprofessional.com/apps/ab/?p=168</guid>
		<description><![CDATA[The inability to maintain continuity with a firm&#8217;s efforts around continuous improvement, operational excellence, and broad based product and process innovation has to be tied, in part at least, to poor succession planning and process.
Be it the CEO or board, there must be some criteria of critical skills and capabilities that leadership candidates must posses [...]


Related posts:<ol><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2012/03/27/cultivating-an-experimental-mindset-critical-leadership-skill-and-responsibility/' rel='bookmark' title='Permanent Link: Cultivating an experimental mindset: Critical leadership skill and responsibility'>Cultivating an experimental mindset: Critical leadership skill and responsibility</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2011/04/04/why-lean-fails-operational-excellence-treated-as-tool-based-vocation-not-principle-based-profession/' rel='bookmark' title='Permanent Link: Why Lean Fails: Operational Excellence Treated as  Tool Based Vocation, Not Principle Based Profession'>Why Lean Fails: Operational Excellence Treated as  Tool Based Vocation, Not Principle Based Profession</a></li><li><a href='http://thehighvelocityedge.mhprofessional.com/apps/ab/2010/10/21/triggers-and-objectives-for-process-change-shortfalls-failures-and-imperfection/' rel='bookmark' title='Permanent Link: Triggers and Objectives for Process Change&#8211;Shortfalls, failures, and imperfection'>Triggers and Objectives for Process Change&#8211;Shortfalls, failures, and imperfection</a></li></ol>]]></description>
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