Beyond Lean : a revised framework of leadership and continuous improvement / Peter Béndek.

Preface; Executive Summary; Introduction: The Meaning of Operational Excellence; Acknowledgements; Contents; Part I ; 1: What Is Wrong with the Current Continuous Improvement (CI) Practice?; 1.1 The Dominant Practice of Change Management; 1.2 The Impact of OCM on Lean; 2: What Is Continuous Improvement, and What Is Not; 2.1 Continuous Improvement at Toyota; 2.2 The Toyota DNA; 3: Strategies of TPS/Lean Implementation; 3.1 Lean as a Platform of Kaizen Events; 3.2 Facets of Behaviour Improvement via Management Systems; 3.3 The TPS Spin-Offs; 4: The Toyota Way

4.1 The Japanese Education System in the Service of Kaizen4.2 Two Different Conceptions of Waste; 4.3 Toyota in Crisis; Part II ; 5: Building a New Framework; 5.1 Reconstruction and Reproduction; 5.2 Productive Individualism; 6: A New Framework; 6.1 Individuals are the Key; 6.1.1 A Summary Chart; 6.1.2 Why Is the Western Tool-Focus Reductionist?; 6.1.3 Natural Needs in the Root of the Revised Framework; 6.2 The Production of Improvement; 6.2.1 How Does Culture Work in the Interest of Operational Excellence?; 6.2.2 Behaviour Management is Suppressive

6.2.3 A Revised Behaviour Management Framework6.2.4 The Production of Improvement as Opposed to Output; 6.2.5 The Leadership and CI Principles; 6.2.6 The Transformation Framework from Afar; 6.2.7 Two Generic Principles of Transformation; 6.2.8 The 7-Stage Transformation Formula; 6.2.9 Two Qualitative Transition Phases; 6.2.10 A Learning System; 6.2.11 The Training and Workplace Coaching System; 6.2.12 A Complement to PDCA: The IARS Cycle; 6.2.13 The Rise to Stage 7 is Preferable; 6.3 How to Go About It; 7: Conclusion and Practical Benefits; Appendix; Behaviour Checklist; Foreword