Can you not afford to see your company's "small" problems before they erupt into big ones?

Used by
Defense Health Agency
GlaxoSmithKline
Intel
UMass Memorial Health Care

Introducing See to Solve

Report and respond to any problem in as few as 15 seconds

Smart managers educated in ‘Continuous Improvement’ know how small problems cause BIG productivity losses, if they're not seen and solved early and often.

Yet small sparks persistently turn into big fires, damage productivity and even dethrone once dominant companies. Why?

It's normally just too difficult for employees to call out issues, knowing that getting a timely response is unlikely anyway, 'cause their report'll end up in some unresponsive queue somewhere. So, what's the point?

That’s why Dr. Steve Spear of MIT’s Sloan School of Management created See to Solve.

See to Solve’s patented Smart Menu makes problem reporting quick and easy, 10 to 15 seconds tops. Responders know right away where their help is needed, so problems don't fester, and managers have rich, real time data to see where and why their attention should be directed.

See to Solve can be used as a standalone cloud system or as an overlay integrated with your existing enterprise system.

The cost of ignoring 'small' problems

Lacking a quick and easy way for frontline workers to call out problems can have dire consequences

Hospitals
300,000
Commercial aviation
$25B
Navy aircraft carriers
8 in 9
Auto Manufacturing
$2B

How companies are transformed by See to Solve

Before See to Solve



Alert Preview

Time to problem resolution

Average time to respond: 5 days

After See to Solve



Alert Preview

Time to problem resolution

Average time to respond: 2 hours

The workflow system of a continuous improvement company using See to Solve


Set Up a Problem Solving System in Minutes!

Recent blog posts by Dr. Steve Spear

See to Solve LLC was created by Steve Spear, senior lecturer at MIT, senior fellow at the Institute for Healthcare Improvement, and author of works such as Decoding the DNA of the Toyota Production System, Learning to Lead at Toyota, Fixing Healthcare from the Inside, and The High Velocity Edge.


The "see a problem, swarm and solve a problem" learning dynamic has had astounding results: in healthcare–elimination of complications, compression and disappearance of wait times, and liberation of capacity. In industry, multipliers in throughput speed and capacity. In new product design, reductions by one-quarter to one-half the time to get to better plans.