Chapter 1: Why Companies Have Flatlined
Lean Is Used as a Short-Term, Tactical Tool
The Lean Initiative Isn't Connected to the Broader Strategy
Functions Are Optimized for Lean, but the Enterprise Isn't
Leadership Is Either Hands-off of Lean or Reluctant to Revisit Its Basics
Chapter 2: The Solution in Five Steps
Shift Your Lean Mindset for Sustainable Results
Default to the Basics
Align Your Lean Transformation with Strategy
Make Lean an Enterprise Endeavor
Use Lean Principles to Evolve Your Company's Culture
Chapter 3: Step 1: Shift the Lean Mindset for Sustainable Results
The Lean Trilogy
The We're Different Mentality
Lean as a Growth Vehicle
The Six Sigma Hysteria
Chapter 4: Step 2: Default to the Basics
Heijunka Level Scheduling
Standard Work
Kaizen
Just in Time
Jidoka
The SQDC Hierarchy
Relate Back to Real Life
Chapter 5: Step 3: Align Your Lean Transformation with Strategy
The Strategy Deployment Process
Benchmarking World Class
Identifying Breakthrough
Chapter 6: Step 4: Make Lean an Enterprise Endeavor
Enterprise Kaizen vs. Point Kaizen
Value Stream Management
Mura, Muri, and Muda
Lean Accounting
Chapter 7: Step 5: Use Lean Principles to Evolve Your Company's Culture
Define Leadership's Role
Deal with Naysayers
Develop a Healthy Dissatisfaction with the Status Quo
Delegate Problem-Solving
Chapter 8: Conclusion
No Silver Bullets
Be Lean
Don't Do Lean
Call to Leadership
Addendum: What You Must Have in Place for Your Lean Transformation
What You Should Look for in a Lean Coach or Consultant.