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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 | |