The Lean Killers and Roll Out Errors The "Killers" to a Lean Transformation Background to the Lean Killers How to Design a Lean Transformation so Failure Is Guaranteed A Way Too Typical Scenario And Failure Is Right Around the Comer The lssue of Culture and the Five Gultural Change Leading lndicators 4 Cultures The Importance of Culture The Toyota Production Sys The Five Cultural Change Leading Indicators Some Cultural Aspects of a Ledn Implementation Worthy of Further Thought Cultural Change Leading Indicator No. L, Leadership Leadership Basic Lean Leadership Creating a Leadership Footprint The Four " AhHa" Experiences ... or ... If I Am the Key Leader, Cultural Change Leading Indicator Motivation Motivation to lmplement a Lean Transformation fust How Does the Management Do All That, and Do It Long Term? Lean Manufacturing Is Not Only Built upon the Intrinsic Motivators but the Lean Manufacturing System Fuels These Same Intrinsic Motivators Cultural Change Leading Indicator No. 3, Problem Solving Thlented Problem Solvers What's the First Problem-solving Tool We Should Teach? Brainstorming Rules, the Facilitated Spin-Around What Are Our Problem-Solving Principles? A Word about HyPothesis Testing Appendix-Problem Solving and Standardization: How Are They Similar? Cultural Change Leading Indicator Cultural Change Leading Ind Experimenting Environment icator No. 5, a Learning/Teaching/Survival via Continuous Improvement -via Learning and Teaching We Learn by Doing We Learn by Doing Experiments and Hypothesis Testing PDCA and the Scientific Method Training Teaching by Questioning Reflection as a Training and Growth Tool A Final Word or Two Growth and Failure The solution......How to lmplement Lean Manufacturing Lean Manufacturing and the Toyota Production System The Popular Definition of Lean What Did Ohno Say about the Toyota Production System? The TPS and Lean Manufacturing Defined Who Developed the TPS? The TWo Pillars of the TPS The Original Western View of the Japanese Techniques What Is Really Different about the TPS? The Behavioral Definition The Business Definition Several Revolutionary Concepts in the TPS The TPS Is Not a Complete Manufacturing System A Critical and Comparative Analysis of Various Philosophies Where Lean Will Not Work... or Not Work Quite So Weil So just What Is Lean? Inventory and Variation Background Do I Have and Why Do I Need the Inventory? What Is so Bad about Inventory? About Variation Buffers Kanban Finished Goods Inventory Calculations Make-to-Stock versus Make-to-Order Production Systems Lean Manufacturing Simplified The Philosophy and Objectives The Foundation of Quality Control...The Foundational Issues The Significance of Lead Time Some History of Lead Time Benefits of Lead-Time Reductions Excalibur Machine Shop, Lead-Time Reductions Techniques to Reduce Lead Times Why Lead Time Is the Basic Measure of Being Lean? The Path to Lean-The Five Strategies to Becoming Lean Overview of the Path to Lean, the Lean Transformation Strategies lmplementing Lean Strategies on the Production Line-The Takt Calculation-The Basic Time Study The Balancing Study-The Spaghetti Diagram Value Stream Mapping Sustaining the Gains Why Is It so Important? How Do We Know There Is a What Is Process Gain? A Lean Transformation You and Your Team Mus t Have the Correct Mental Model of Lean The Lean Transformation... at the Corporate Level An Overview on FIow to Implement Lean at a Value Stream The Second Commitment Evaluation of Management Commitment Planning and Goals The Inherent Leverage in Planning Why Are Goals and Goal Deployment so Important? Policy Deployment Leadership in Goal Development, Execution, and Determining Constraint Management Loss? the Prescription Bottleneck Theory Cellular Manufacturing The Gamma Line Redesign to Cellular Manufacturing The Story of the AlPha Line How We Got Involved Initial Efforts to Implement Cultural Change Some of the Results Continuous Improvement, as It Should Be The Cool Story of SPC: SPC Done Right! How Did the Atpha Line Management Team Handle the Fundamentals of Cultural Change? The Story of the Bravo Line: A Thle of Reduced Lead Time and Lots of Early Gains Background Information Implementing. The Resultg Using the Prescription-Three Case Studies Lean Preparation Done WelL The Story of Larana Manufacturing The Zeta Cell: A Great Example of Applying the Four Strategies to Reduce Waste and Achieve Huge Early Gains The Case of the QED Motors Company: Another Great Example of Huge Gains on an Entire Value Stream Applying the Second Prescription at QED Motors-How to Implement Lean The Precursors to Lean-Not Handled Well Background to the ABC Widgets Story We Analyze the Data How Did the Management Team from ABC Widgets Handle the Cultural Change Leading Indicators? The Real Message House of Lean System wide Assessments and a Cool A House of Lean An Experiment in Variation, Dependent Events, and Inventory.