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