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Leading the Lean Enterprise Transformation

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Table of Contents

My Journey of Lean Learning: Eleven Corporate Transformations Deere & Company Rockwell International Jake Brake (Danaher) HON Company Summary What Is Lean? What Toyota Does Two Pillars Identifying and Removing Waste A Problem-Identifying and Problem-Solving System Summary Notes Chapter Measurement Can Be Easy Understanding Financial Measures: Personal Examples Toyota's True North Metrics How High Is High? The Four True North Metrics in Detail Quality Improvement Delivery/Lead Time/Flow Improvement Cost/Productivity Improvement Outside Purchases People Human Development Linking the True North Metrics with Financial Measures Summary Notes Value Stream Analysis Provides the Improvement Plan-And Kaizen Events Make It Happen Taking a Walk to Create an Initial-State VSA Initial-State VSA and the True North Metrics Helping You See the Waste Brainstorming to Create an Ideal-State Value Stream Creating a Future-State Value Stream Improvement Goals Work Plan and Responsibilities The Rule of X A Model Value Stream The Power of Weeklong Kaizen Events Summary Notes Tactical Organizational Practices The n/ Rule Designing Improvement Teams Key Event Failure Mode The Percent Guideline Administrative Teams Redeployment Other Lean Training Summary Strategic Organizational Practices Understanding Governance Immersion Guiding Coalition Communication Lean Simulation Strategy Deployment Antibodies Lean Year by Year Year One Year Two Year Three Year Four Summary Building a Lean Culture Defining Culture The Building Blocks of Lean/Toyota Culture Serve the Customer Seek What's Right, Regardless Decide Carefully, Implement Quickly Candidly Admit Imperfections Speak Honestly and with Deep Respect Go See and Listen to Learn (Genchi Gembutsu) Deliver on Meaningful Challenges Be a Mentor and a Role Model The Action Plan Giving Your Leadership Team Personal Experience Daily Improvement Challenging Your Team to Build Knowledge Summary Author's Note

About the Author

President, Lean Investments, LLC


"Any senior executive serious about leading a lean transformation should start here. Koenigsaecker captures well the essence of sustained lean success, not just the feel-good kaizen event." - Larry Culp, president and CEO, Danaher Corporation "Koenigsaecker has spent more time transforming more organizations into lean enterprises than any other CEO. In this brief volume, he summarizes his 30 years of experimentation by describing lean, showing how to measure it, explaining the role of value stream analysis and kaizen, and providing a tactical and a strategic action plan for lean transformation." - Jim Womack, chairman and founder, Lean Enterprise Institute "This truly worked for us, and continues to make our Air Force better. The message comes with great stories and legendary examples to make Leading the Lean Enterprise Transformation readable for all." - Michael W. Wynne, 21st Secretary, United States Air Force "Koenigsaecker has been one of the most important mentors for me on our lean journey. His willingness to share his knowledge and experience with the ThedaCare team has been invaluable." - John Toussaint, CEO, ThedaCare Center for Healthcare Value

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