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| Acknowledgments | |
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| About the Author | |
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| Flying a Business | |
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| A Lesson from Flying | |
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| A Lesson for Business | |
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| The Approach: An Overview | |
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| Giving Away the Goods | |
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| You Need All the Parts | |
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| Seeing the Parts and How They Fit Together | |
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| A Few Words about Systems Engineering | |
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| The Approach, with a Price | |
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| Once More with Feeling | |
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| Summary, Up-Front | |
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| The Bureaucracy of Compliance | |
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| Understand the Need | |
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| Examine the System Components | |
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| Properties, Contexts, and Conditions of Compliance | |
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| Limitations, Constraints, and Expectations of Compliance | |
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| High Performance of Excellence | |
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| Competing Interests and the Solution | |
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| Becoming a High Performance Operation | |
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| A Compliance Focus = Profit Drag | |
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| Dealing with Drag | |
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| Regulation and Compliance | |
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| Business Performance Versus Bureaucracy | |
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| Business Requirements Versus Business Performance | |
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| Time, Quality and Money (The NewTQ$) | |
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| Knowing Why We Do What We Do | |
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| Where Are the Issues? | |
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| Different Flavors of Compliance | |
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| The Man Versus The Money | |
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| Painted into a Corner | |
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| Compliance at the Expense of Profit | |
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| Is This Really Costing Us Money? | |
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| Where This Bus Is Going | |
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| Focusing on the Wrong Target | |
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| Good Landings and a Mistaken Snapshot | |
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| What Not to Focus On | |
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| How to Do It Properly | |
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| What Are These Practices You Speak Of? | |
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| So What Do We Focus On? | |
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| Secret Sauce | |
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| A Quick Reflection | |
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| Birds, Bees, Chickens, and Eggs | |
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| The Wisdom of Compliance | |
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| Value, Customer Satisfaction, Profit | |
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| Use with Care | |
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| Value's Many Faces | |
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| Value Stream | |
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| Customer Perspective | |
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| Operation's Future | |
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| Being Less Valued | |
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| Value Stream as Distinct from Work Stream and Bureaucracy | |
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| Customer Satisfaction | |
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| Profit | |
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| The Solution: Defining and Sustaining Value | |
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| The Goal | |
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| With the End in Mind | |
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| Here's How to Identify Your Operational System | |
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| Home Base | |
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| Sustaining Value = Quantitatively Managing Performance | |
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| Operational Excellence | |
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| A Definition for Operational Excellence | |
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| What You Don't Know Can Hurt You | |
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| Decisions without Data | |
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| Services | |
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| Connecting the High Performance Operation's Components | |
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| Service and Value | |
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| Services, Value, and Flow | |
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| Services in the Work System | |
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| The Price | |
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| Not Exactly Your First Born, But | |
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| Leadership | |
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| Culture | |
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| Trust | |
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| Autonomy | |
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| Learning and Communication | |
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| Systems Thinking and Process Engineering | |
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| Basis of Systems Thinking | |
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| Process (Systems Engineering) Top Level | |
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| Business Cycle Component | |
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| Customer Activities | |
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| Execution Activities | |
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| Day-to-Day Activities | |
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| Work Effort Cycles | |
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| Process Cycles | |
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| Before Moving On | |
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| Operational Excellence, Take 2 | |
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| The Engine in Systems Engineering | |
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| Collecting Requirements | |
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| Applying and Integrating Standards | |
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| Architecting Process Solutions | |
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| Designing and Deploying the Processes | |
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| All Put Together | |
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| Sanity Checks and Fringe Concepts | |
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| Sanity Checks | |
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| Testing for (Business) Performance | |
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| Testing for (Process) Improvement | |
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| Fringe Concepts | |
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| Finishing Touches | |
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| Process Architecture for High Performance Operations | |
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| Values, Principles, and Practices | |
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| Policies, Patterns, Processes, and Procedures | |
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| Parting Shots | |
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| Back to the Future: A Retrospective | |
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| What It Looks Like When It All Works | |
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| Recommended Reading | |
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| Blogs and Twitter | |
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| Index | |