| Foreword | p. ix |
| Introduction | p. xi |
| Acknowledgments | p. xiii |
| Winning the Race for Competitive Survival | p. 1 |
| "If We Can Do It, Any Company Can!" | p. 3 |
| "There's Something About a Harley" | p. 4 |
| And Now the Good News | p. 6 |
| Surmounting the "Insurmountable" | p. 10 |
| Making It Against Your Competition--Anywhere in the World | p. 12 |
| Eye-Opener | p. 13 |
| Invasion | p. 21 |
| Too Much, Too Fast, Too Bad | p. 23 |
| Enter the White Knight | p. 25 |
| How Bad Can Things Get? | p. 30 |
| Struggle | p. 33 |
| Willie G. and His Magic Crayons | p. 38 |
| "We've Been Dumped On" | p. 43 |
| A "Harley Freak" Retires | p. 44 |
| Buyback | p. 49 |
| Negotiating With the Boss | p. 51 |
| The Market Heads South | p. 54 |
| Ending the AMF Era | p. 55 |
| AMF: Damned With Faint Praise--Or Praised With Faint Damns? | p. 56 |
| Breakthrough | p. 61 |
| Going Back to School | p. 63 |
| The Drive for Quality | p. 71 |
| Converting the Managers | p. 74 |
| Completing the Productivity Triad | p. 77 |
| The Triad: More Than the Sum of Its Parts | p. 79 |
| Reprieve | p. 81 |
| Cutting Back: Tough Decisions in Milwaukee | p. 87 |
| Invasion of the Tariff Busters | p. 89 |
| Refocus | p. 91 |
| Throwing Out Lines of Communication | p. 91 |
| Slash the Ad Budget? Is That Any Way to Goose Sales? | p. 93 |
| Look Ma, No Oil Puddle | p. 95 |
| Product Strategy: Giving Customers a Choice | p. 97 |
| Revolt | p. 101 |
| Hardball | p. 109 |
| Back in the Black | p. 111 |
| Bankers Doing What Bankers Do | p. 112 |
| Pulling the Plug | p. 114 |
| Seven Days From Chapter 11 | p. 119 |
| Turnaround | p. 125 |
| Throwing Away the Crutches | p. 130 |
| How Sweet It Is | p. 132 |
| Harley-Davidson's Birthday Bash | p. 134 |
| A Vision of Excellence | p. 137 |
| How Your Company Can Do What Harley-Davidson Is Doing | p. 139 |
| Strategies for Improving Processes and Involving People Through the Productivity Triad | p. 141 |
| Four Basic "World-Class" Manufacturing Strategies | p. 141 |
| The Awesome Power of the Productivity Triad | p. 145 |
| Productivity Triad Component 1: Just-in-Time Inventory (JIT) | p. 147 |
| Productivity Triad Component 2: Employee Involvement (EI) | p. 161 |
| Productivity Triad Component 3: Statistical Operator Control (SOC) | p. 176 |
| Getting Suppliers Into the Act | p. 182 |
| Mistakes to Avoid | p. 186 |
| Above All, You Must Believe | p. 186 |
| Strategies for Product Development and Marketing: Adapting to a Customer-Driven Era | p. 187 |
| Six Strategies Harley-Davidson Used to Beat Its Competition | p. 188 |
| Financial Strategies: Turning Around to Survive--And Thrive | p. 201 |
| Living With the LBO | p. 201 |
| What Harley-Davidson Did to Survive: Three Key Strategies You Can Use | p. 203 |
| When a Banking Relationship Turns Sour | p. 208 |
| Refinancing Crisis: How Harley-Davidson Avoided Bankruptcy | p. 208 |
| Going Public: How Harley Made a Run for Daylight | p. 211 |
| The Guidelines Harley-Davidson Followed | p. 212 |
| Acquiring Holiday Rambler: How the Decision Was Made | p. 213 |
| Selected Readings | p. 219 |
| Index | p. 221 |
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