Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes

Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Author -- Section I : Misconceptions, Where They Come from, and How to Overcome Them -- Chapter 1: Misconceptions -- Headcount Reduction -- Tools and Techniques -- Waste -- Speed- or Time-Based Management -- Executive Engagement -- "Pretty Lean" -- Bureaucracy -- Functional Approach -- Traditional Western Management Practices -- Project Timelines -- Learning -- Summary -- Chapter 2: Why and How Companies Start Doing Continuous Improvement (CI) Activities? -- Delays -- The Show -- Survival or Ambition? -- Communication -- We're Actually Doing Something Now, but Is It the Right Thing? -- The Ever-Changing CI Landscape -- The Dilemma -- Chapter 3: Where Should We Focus? -- By What Method? -- A Model for Implementation -- Learn How to Do or Learn How to Think? -- Focus on a Learning Culture -- Clarity -- Chapter 4: A Brief History of Lean -- Interchangeable Parts -- The Industrial Era, Taylor, and Ford -- Japan Enters the Scene -- Ohno and Shingo -- The In-Betweeners -- Lean Begins in Earnest -- Beyond the Shop Floor -- Chapter 5: Dynamic Organizations -- Tool Focus -- Learning Focus -- The Four Capabilities -- Making Problems Obvious -- Solving Problems -- Sharing Knowledge -- Leadership Developing Capabilities -- Summary -- Chapter 6: The Principles within Lean -- The Value of Knowledge -- Higher-Order Thinking -- The Four Capabilities within Lean -- Demonstrable Benefits -- Summary -- Section II : How the Tools Support the Learning Process -- Chapter 7: Making Problems Obvious -- What Is a Problem? -- Delays in Problem Identification -- Standardization -- How Does Standardization Fit into See, Solve, Share, and Show? -- See -- Solve -- Share -- Show -- Where Should Standards Originate? -- Visualization and 5S -- Heijunka -- Heijunka Varieties -- Summary.