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Acknowledgments and Guest Author Biographies | |
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Prologue: Is Toyota Still a Great Company Others Can Learn From? | |
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The Journey to Continuous Improvement | |
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Continuous Improvement toward Excellence | |
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Continuous Improvement as the Pursuit of Excellence | |
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The Toyota Way as the Path to Excellence | |
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Lean and Why Companies Fail at It | |
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Is Lean More than Mediocrity at a Cheaper Price? | |
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The Real Journey to Excellence Follows PDCA | |
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Learning Organizations Need Managers Who Are Teachers | |
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The Sensei Perspective of This Book | |
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PDCA and Striving for Excellence | |
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PDCA as a Way of Thinking and Learning | |
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The Folly of �Lean Solutions� | |
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Toyota Business Practices to Grow People and Processes through PDCA | |
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PDCA Is a Way of Life; Copying Shouldn't Be | |
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How Process Improvement Can Develop Exceptional People | |
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Not Excellent: A Tale of Refrigerator Baskets | |
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The Torque Wrench Problem: Developing a Manager to Find the Real Root Cause | |
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The Business Purpose and the People Purpose | |
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Innovation Comes from Working toward the Targets and Purpose | |
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Lean Processes Start with a Purpose | |
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A Tale of Two Lean Transformations (Composite Cases) | |
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Inspiring People through a Sense of Purpose | |
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From Vision to Plans | |
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A Target Is a Concrete Guidepost to Compare Against | |
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Combining Short-Term and Long-Term Thinking in a Crisis | |
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What You Work on Now Depends on Your Situation | |
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Lean as a Culture of Continuous Improvement | |
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Lean Out Processes or Build Lean Systems? | |
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�Leaning Out� Processes | |
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Are Organizations Like Machines or Organic Systems? | |
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Entropy: The Antagonist to Mechanistic Lean Deployment | |
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An Effective Work Group Can Overcome Entropy | |
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The Real Purpose of Lean Systems Is to Bring Problems to the Surface | |
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Mechanistic versus Organic? Not So Fast | |
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Case Studies of Lean Transformation through PDCA | |
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When Organic Meets Mechanistic: Lean Overhaul and Repair of Ships | |
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How We Got Started on Lean at Reman | |
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Overhaul and Repair Compared to Volume Manufacturing | |
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Phases of Deployment | |
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Early Awareness | |
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Grassroots Deployment | |
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Spreading Lean Broadly | |
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Corporate Engagement and the Next Level of Deployment | |
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Crisis in Lean Manufacturing Deployment | |
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Regrouping and Redefinition | |
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Evaluating the Success of Small Ship and Big Ship | |
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An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturer | |
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Background of the Japanese Company and the First Visit | |
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The Power of Public Humiliation | |
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The Starting Point: �Component A� TPS Pilot | |
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Building a Lean System-Summary of Pilot Results and Learning | |
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Postscript on the Pilot | |
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Further Expansion | |
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Navigating the Global Financial Crisis | |
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Reflection on Building Lean Systems Organically | |
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Lean Iron-Ore Mining in the Pilbara Region of Western Australia | |
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How We Got Here | |
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Welcome to the Bush | |
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Getting the Big Picture | |
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Starting by Understanding the Current State | |
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The Final Recap of the Gemba Visit | |
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On to a Future State Vision and an Action Plan | |
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Communicating across the Site | |
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Planning for the Morning Meeting | |
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The First Morning Meeting | |
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Daily Production Boards | |
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5S at the Western Ranges Crusher | |
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Coaching Problem Solving | |
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Process Confirmation | |
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Early Deployment Challenges | |
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Lessons Learned at Start-Up | |
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Expanding the Efforts | |
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PDCA as a Key Driver | |
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The End for Us | |
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Bringing Ford's Ideas Alive at Henry Ford Health System Labs through PDCA Leadership | |
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The Motivation for Change Started with Quality | |
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We Wanted It, but We Did Not Understand It | |
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Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experiment | |
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A Little Help from a Friend | |
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Surgical Pathology as Our Learning Laboratory | |
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Our Henry Ford Production System | |
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Deepening Ownership by Work Groups | |
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Lessons Learned | |
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Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processes | |
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The Problem | |
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Background | |
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Insurem (Insurance Company) | |
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T-City Care Homes | |
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A Final Reflection | |
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Transforming How Products Are Engineered at North American Automotive Supplier | |
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Who Am I? | |
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Case Background | |
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The Problem | |
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Grasping the Situation at the Gemba | |
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An Overall Vision for Transformation | |
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Getting Started on People Engagement and Stability | |
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Metrics the Lean Way-Making Flow, Waste, and Value Visible | |
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Teaching Problem Solving: A Case Example | |
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The Need for Emotional as Well as Intellectual Engagement | |
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Another Win as a Result of Lean | |
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The Importance of Tactical Planning by Whiteboard | |
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Definition of Lean Management Philosophy: ORPMAR | |
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The Second Stage: Sustaining and Expanding Lean | |
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Identification of Subject Matter Technical Experts | |
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Implementing Design for Cost | |
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Reverse Engineering to Gain Overwhelming Competitive Advantage | |
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The Change Process-the Underestimated Critical Variable | |
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Going Nuclear with Lean | |
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Background on Lean at Nuclear | |
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Phases of Deployment | |
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Structural Changes in Preparation for Lean Deployment | |
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Lean Awareness and Value Stream Vision | |
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Implementation of Lean Pilots | |
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Spreading the Implementation across the Other Value Streams | |
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Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teams | |
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Management Learning and the Start of Continuous Improvement | |
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Final Reflection | |
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Making Your Vision a Reality | |
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One Time around the Plan-Do-Check-Adjust (PDCA) Loop: A Lean Short Story at Alte Schule | |
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The First Pilot Team Meeting | |
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Getting Started on the Deep-Dive Pilot | |
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One Last Hansei before the Executive Presentation | |
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The Executive Report | |
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Kate's Reflections on What She Learned | |
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Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheel | |
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The Role of the Lean Sensei | |
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Developing Internal Coaches as Lean Evangelists | |
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How Do We Learn Complex Skills Like Lean Coaching? | |
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The Dangers of Creating a Mechanistic Lean Bureaucracy | |
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Sustaining the Gains | |
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Spreading While Deepening | |
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Managing Change Is Political | |
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Continuous Improvement as a Way of Life | |
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Does Lean Ever Become Self-Perpetuating? | |
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The Journey Needs Leadership | |
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Is Continuous Improvement a Realistic Vision? | |
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Notes | |
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Index | |