Leading the Lean Enterprise Transformation

ISBN-10: 1439859876

ISBN-13: 9781439859872

Edition: 2nd 2012 (Revised)

List price: $42.99
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Description: Organized in the asequence that a leader embarking on a Lean journey would experience, the new edition of this bestselling reference presents successful strategies of Lean leaders. Updated with new figures and new information, this edition describes how the metrics used by Toyota drive every line item in a good direction. It explains the use of value stream analysis at the leadership level and demonstrates how to structure kaizen events that improve the value stream. Presenting tactical organizational steps to sustain improvements, it explores the development of a corporate assessment and review structure in support of a lean transformation. The book introduces key leadership tools and discusses how to build a Lean culture.

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Book details

List price: $42.99
Edition: 2nd
Copyright year: 2012
Publisher: Productivity Press
Publication date: 9/26/2012
Binding: Hardcover
Pages: 264
Size: 6.00" wide x 9.00" long x 0.30" tall
Weight: 1.232
Language: English

Preface to Second Edition
The Author
My Journey of Leah Learning: Eleven Corporate Transformations
Deere & Company
Rockwell International
Jake Brake (Danaher)
HON Company
What Is Lean?
What Toyota Does
Two Pillars
Identifying and Removing Waste
A Problem-Identifying and Problem-Solving System
Six Sigma or Lean…or Both?
Measurement Can Be Easy
Understanding Financial Measures: Personal Examples
Toyotas True North Metrics
How High Is High?
The Four True North Metrics in Detail
Quality Improvement
Delivery/Lead Time/Flow Improvement
Cost/Productivity Improvement
Human Development
Linking the True North Metrics with Financial Measures
Value Stream Analysis Provides the Improvement Plan-And Kaizen Events Make It Happen
Taking a Walk to Create an Initial-State VSA
Initial-State VSA and the True North Metrics
Helping You See the Waste
Brainstorming to Create an Ideal-State Value Stream
Creating a Future-State Value Stream
Improvement Goals
Work Plan and Responsibilities
The Rule of 5x
A Model Value Stream
The Power of Weeklong Kaizen Events
Tactical Organizational Practices
The n/10 Rule
Designing Improvement Teams
Key Event Failure Mode
The 3 Percent Guideline
Selecting People for the Full-Time Improvement Team
Selecting the Leader for the Dedicated Lean Team
The Watlow 3 Percent Experience
Administrative Teams
Other Lean Training
Strategic Organizational Practices
Understanding Governance
Guiding Coalition
Lean Simulation
Strategy Deployment
Lean Year by Year
Year One
Year Two
Year Three
Year Four
Building a Lean Culture
Defining Culture
The Building Blocks of Lean/Toyota Culture
Serve the Customer
Seek What's Right, Regardless
Decide Carefully, Implement Quickly
Candidly Admit Imperfections
Speak Honestly and with Deep Respect
Go, See, and Listen to Learn (Genchi Gembutsu)
Deliver on Meaningful Challenges
Be a Mentor and a Role Model
The Action Plan
Giving Your Leadership Team Personal Experience
Daily Improvement
Challenging Your Team to Build Knowledge
A Final Thought
Author's Note
A Lean Tutorial
Building a Sustainable Lean Culture-The Watlow Way
Watlow's Enterprise Visual Management System-Mission Control
The Origin of Simpler's Transformation Continuum<sup>SM</sup>
Red River Army Depot-Accelerating Lean through Leadership Immersion
A New Product Design System That Uses Lean Principles
Autoliv-Empowered to Solve Problems
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