Index
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
References to figures are in italics.
3M, 74
4P model, 45–50
and National Taxi Limo, 360–361
5 why method, 74
5P model, 39–43
A3 coaching
vs. improvement kata, 339–342
managing to learn through, 317–321
managing to teach, 325–327
in a payroll company, 321–325
accountability, 302–307
Accuri Cytometers, 220–221
Ackoff, Russell, 313
Adams, Scott, 298
Alice’s Adventures in Wonderland (Carroll), 275
automation
at Henry Ford Health Systems Diagnostic Labs, 224–226
at Toyota machining and forging, 226–228
automotive recalls, 13–14
Baird, Jen, 256
Bamforth, Ken, 65
basic TPS line, 227
batch processing, 158
benchmarking best-practice sites, 80–81
best practices, 80–81, 391–395
Bezos, Jeff, 317
Blue Cross Blue Shield of Michigan, 342–344
Bradberry, Travis, 155
Brain Rules (Medina), 207
cause-and-effect relationships, 299
cells, 157–162
Chrysler, 237–238
CK. See coaching kata clearing the clouds, 90
coaches
developing leaders as coaches of continually developing teams, 281–296
developing Toyota leaders as, 30–39
A3 coaching in a payroll company, 321–325
managing to learn through true A3 coaching, 317–321
managing to teach, 325–327
role of coaching in improvement, 344–345
sales example from Dunning Toyota, 327–332
coaching tips, 387–391
coercive bureaucracy
vs. enabling bureaucracy, 187–188
at the U.S. Post Office, 188–191
Cole, Robert, 192
complacency, 29
Continental Airlines, 57–59
continuous improvement, 29
Costantino, Bill, 285–288, 290
Crosby, David, 220
CSRs. See customer service representatives
building a deliberate culture and finding people who fit, 245–249, 372–373
developing leaders to build a deliberate culture, 395–399
integrating customers into the culture, 254–258
role of national culture, 242–244
role of organizational culture, 244–245
starting with macrodesign or building person by person, 258–259
customer focus, balancing with expertise, 371–372
customer needs
five stupid ways to lose a customer, 151–153
lack of knowledge of, 153–154
customer pull, 365–366
responding to, 177–180
customer service representatives, 252–253
customer service stories
comparison, 11–14
gas cooktop purchase and installation, 2–5
Volvo automotive service and repair, 6–10
customer value chain
in one-hour stop workshop, 8
in traditional workshop, 7
customer-facing organization, 237
customization of work, 18
Daft, Richard, 16–17
dashboards, 305
deliberate culture, 242–249
Deming, W. Edwards, 61, 180, 214, 296
Deming Prize, 346
Denso, 250
Dewey, John, 333
Draheim, Joe, 360–361
Duncker, Karl, 300–301
Dunning Toyota, 327–334
Emery, Fred, 65
Emotional Intelligence 2.0 (Bradberry), 155
enabling bureaucracy
vs. coercive bureaucracy, 187–188
standards in, 191–193
enterprise learning, 376
expectations, 13
expertise, balancing with customer focus, 371–372
extrinsic rewards, 300–302
fast thinking, 313
Fayol, Henri, 236
Fein, Nancy, 252
focal fish, 62–63
Four Seasons: The Story of a Business Philosophy (Sharp), 56
functional fixedness, 301
functional organizations, 236–237
General Electric, 70
General Motors, 288
The Geography of Thought (Nisbett), 62–64
George, Bill, 397
The Goal (Goldratt), 60
Goldratt, Eli, 60
group leaders, 286–287
Gudmundsson, Einar, 6–10
habits, 298
conditioned responses and habits as motivators, 296–300
Heath, Dan, 69–70
Henry Ford Health Systems Diagnostic Labs
automation, 224–226
quality improvement, 214–220
X-matrix, 348–350
high-performance organizations, 26
and organizational design, 240–242
systems thinking for, 65–66
hoshin kanri
catchball in developing the initial plan, 347–348
at Toyota, 346–347
hot seat, 175–176
How to Write a Mission Statement That Doesn’t Suck, 69–70
HPOs. See high-performance organizations
IK. See improvement kata
improvement
aligning improvement objectives and plans for enterprise learning, 345–353
creating your own approach to, 342–344
role of coaching in, 344–345
improvement kata, 274–281
vs. A3 coaching, 339–342
core skills taught in, 338
pattern, 334–339
sales example from Dunning Toyota, 327–332
improvement objectives, 376
Innotiimi, 261–262
intangibility of work, 18
intrinsic rewards, 300–302
Inversiones La Paz, standard sales processes, 202–205
Johnson, Tom, 66–68
Johnson & Johnson, 69–70
Jones, Daniel, 315
Joy, Inc. (Sheridan), 147
just-in-time, 40–42
Kahneman, Daniel, 312
kaizen, 394
kamishibai board, 205
See also story boards
The Karate Kid, 270
kata
coaching kata, 274
developing leaders using the improvement kata and coaching kata, 264–266
developing skills and mindset through practicing kata, 266–281
the improvement kata model, 274–281
practice toward mastery, 269–272
research behind Toyota Kata, 266–269
skill development cycle, 272–274
starter kata, 274
using to develop a chain of coaching and learning, 350–353
a view of scientific thinking underlying kata, 316–317
Kawai, Mitsuru, 226–228
keiretsu, 249
key kanban, 227
Khazan, Olga, 398
Kimmerer, Robin Wall, 314–315
Laamanen, Kai, 241
Lander, Eduardo, 162–166
LARs. See Lean Audit Reviews law of least mental effort, 312
leadership
developing leaders to build a deliberate culture, 395–399
developing leaders using the improvement kata and coaching kata, 264–266
developing Toyota leaders as coaches, 30–39, 374–375
layers of, 285–288
model of lean leadership development, 352
why limited leaders produce limited results, 378–383
leadership behavior, 378–380
changing, 384–391
why changing leadership behavior and thinking is difficult, 380–383
leadership vision, 92–94
Lean Audit Reviews, 195
Lean Collaborative Process Initiative, 342–344
lean CPI. See Lean Collaborative Process
Initiative lean dilemma, 66–68
Lean in service excellence, 1–2
one-piece flow, 8
lean management, and scientific thinking, 315–316
lean processes
creating, 85–87
reflection on developing, 130–132
Lean Thinking (Womack and Jones), 315
Learning to See (Rother and Shook), 138
Lentz, Jim, 79
leveled work patterns, 169–177, 365
life insurance industry, and service excellence, 1–2
living systems, organizations as, 62–64
machine thinking
limitations of, 59–62
short-term, 81–82
vs. systems thinking, 74–76
macrolevel people principles, 234
building a deliberate culture and finding people who fit, 245–249
developing a deliberate culture, 242–249
integrating outside partners, 249–258
organizing to balance expertise and customer focus, 235–240
macroprocesses, 87
Managing to Learn (Shook), 320, 339
manufacturing, vs. services, 16–19
Maslow, Abraham, 261
mass goods distribution, 20
customer needs for, 23
material and information flow diagram (MIFD), 138
See also value-stream mapping
matrix organization, 237–239
mechanistic thinking. See machine thinking
Medina, John, 207
Menlo Innovations, 146–151, 239, 354
culture, 246–249
designing quality into, 220–221
integrating customers into the culture, 254–258
leveling software development work, 172–174
meta-skills, 334
Meyer, David, 155
microlevel people principles, 263
developing leaders as coaches of continually developing teams, 281–296
developing people as an organizing principle, 261–266
developing skills and mindset through practicing kata, 266–281
microprocesses, 87
principles, 185–186
mindset, 374–375
mission statements, 69–70
Southwest Airlines, 70–73
motivators, conditioned responses and habits as, 296–300
MTU, 210–212
muda. See waste
multitasking, 155
Munoz, Florencio, 202–203
Munoz, Oscar, 57–59
muri. See overburden
Nadeau, Pierre, 270–272, 274, 315
national culture, 242–244
and the 4P model, 360–361
aligning improvement objectives and plans for enterprise learning, 376
balancing extrinsic-intrinsic rewards, 375
building in quality at each step, 370–371
challenge, 377
continuously developing scientific thinking, 375–376
deeply understanding customer needs, 364
developing a deliberate culture, 372–373
developing fundamental skills and mindset, 374–375
developing leaders as coaches of continually developing teams, 374–375
integrating outside partners, 373–374
managing visually to see actual vs. standard, 366–370
organizing to balance expertise and customer focus, 371–372
passionately pursuing purpose based on guiding values, 361–363
respecting and developing people, 378
responding to customer pull, 365–366
stabilizing and continually adapting work patterns, 366
striving for leveled work patterns, 365
striving for one-piece flow, 364–365
systematic improvement, 377
teamwork and accountability, 377–378
using technology to enable people, 371
workplace (gemba) learning, 377
necessary non-value-added work, 157
nemawashi, 318–319
networked organization, 239–240
Newton, Latondra, 36
Nisbett, Richard, 62–64
NL Services, Inc. (composite case study), 87
building on the initial excitement, 126–127
changing leadership behavior, 378–380
day in the life of, 88–89
getting to know the organization, culture, and issues, 94–97
identifying gaps and prioritizing, 109–112
leadership vision, 92–94
narrowing the problem space and establishing the team, 97–100
organizational chart and improvement team, 101
PDCA cycles for common process, 121–126
PDCA cycles for the 10-line problem, 115–121
reaching out for help, 90–92
reflection on developing lean processes, 130–132
standards, 193–197
state of services, 90
two paths, 127–130
understanding the current state, 100–109
NTL. See National Taxi Limo
NUMMI, 187–188, 205–206, 288, 318
organizational culture, 244–245
Ohba, Hajime, 315–316
Ohno circle, 277
OJD. See On-the-Job Development
in payroll processing, 166–169
striving for one-piece flow without stagnation, 154–169
Zingerman’s Mail Order, 162–166
On-the-Job Development, 36–39
and hoshin kanri, 347
open-book accounting, 304
Orange Theory Fitness, 392
Organization Theory and Design (Daft), 16–17
organizational culture, 244–245
organizational design
challenge of, 235–240
common types of, 236–240
and high-performance organizations, 240–242
limitations of organizational design approaches to change, 261–264
role of, 233–234
organizational systems model, 67
Ortiz, Tyson, 334–337
outsourcing, the risks of outsourcing services, 253–254
overburden, 169–170
overproduction, 297
partners
integrating customers into the culture, 254–258
integrating outside partners, 249–258, 373–374
the risks of outsourcing services, 253–254
Toyota’s call center and its partners, 251–253
Toyota’s supplier partnership model, 249–251
payroll processing, 166–169
PDCA. See Plan-Do-Check-Act
people
in 5P model, 40–42
macrolevel people principles, 234
personal service technician, 6–8
personalized experience, 21, 25
customer needs for, 23
personalized good distribution, 20–21
customer needs for, 23
philosophy
the challenge of changing, 77–78
as the foundation of service excellence, 82–83
as the moral compass of the organization, 55–59
piece-rate system, 303–304
Plan-Do-Check-Act, 32–33, 76, 116
The Toyota Way in Sales and Marketing PDCA model, 44
using PDCA to improve processes to achieve desired outcomes, 180–181
Porter, Desi, 320–321
Porter, Michael, 70–71, 72, 147
Power of Habit, 298
practice
skill development cycle, 272–274
toward mastery, 269–272
practices, in 5P model, 43, 44
principles
building in quality at each step, 212–221, 370–371
developing a deliberate culture, 242–249
lean principles inform target conditions, 142–144
leveled work patterns, 169–177, 365
microprocess principles, 185–186
one-piece flow without stagnation, 154–169
organizing to balance expertise and customer focus, 235–240
responding to customer pull, 177–180
the role of process principles, 144–146
vs. solutions, 135–137
stabilizing and continually adapting work patterns, 186–187, 366
understanding customer needs, 146–154
using technology to enable people, 221–228
visual management, 207–212
See also macrolevel people principles; microlevel people principles
problem solving, 316
daily work as, 353–355
and hoshin kanri, 347
principles, 317
as science, 311–313
standards and problem-solving routines, 312
process, 42–43
how to create lean processes, 85–87
macroprocesses, 87
microprocesses, 87
one-piece flow in payroll processing, 166–169
process improvement approach for lean vs. traditional management system, 90
using PDCA to improve processes to achieve desired outcomes, 180
Procter & Gamble, 65–66
PST. See personal service technician
pull systems, 177–180
purpose
in 5P model, 39
passionately pursuing purpose based on guiding values, 361–363
purpose-driven organizations mission statements that don’t suck, 69–70
Southwest Airlines, 70–73
what is your purpose, 66–69
quality advocates, 220
quality improvement
andon system, 212–214
at Henry Ford Health Systems Diagnostic Labs, 214–220
at Menlo Innovations, 220–221
reductionist thinking, 60
reinforcement, 297
return on investment. See ROI
rewards
balancing extrinsic-intrinsic rewards, 296–308, 375
and measures, 296
rewarding holistically, 302–307
Rich, Colin, 256
ROI, 78–79
Rossi, Peter, 313
Rother, Mike, 30, 138, 142–143, 144, 266–268
limitations to revering Toyota as a model, 281
sample persona map, 148–149
SAP, 222
scientific management, 59–60, 296
scientific thinking
continuously developing, 375–376
defined, 313
lean management and, 315–316
managing to learn through true A3 coaching, 317–321
a practical view of, 314–315
underlying kata, 316–317
self-service technology, 228–229
Selkäinaho, Petri, 241
senior management, changing the thinking of, 79–80
senior people, changing the thinking of, 80
Service 4U (composite case study)
developing leaders using the
improvement kata and coaching
kata, 264–266
learning lean leadership by self-development and developing others, 384–387
standards, 197–200
service excellence
defined, 23
philosophy as the foundation of, 82–83
and self-service technology, 228–229
the Toyota Way to, 27
why it matters, 24–26
service industries, defined, 15
service organizations
cells in, 157–162
defined, 14–16
types of, 20–23
services
defined, 14–15
vs. manufacturing, 16–19
Sharp, Isadore, 56
Sheridan, Richard, 146–147, 220–221, 239, 254
Shingo, Ritsuo, 74
Shingo, Shigeo, 74
Shook, John, 138, 317–318, 320
shu-ha-ri, 271
skill development cycle, 272–274
skills, 374–375
sociotechnical systems, 65
Southwest Airlines, 70–73
spaghetti chart, 159, 160, 161, 163
St. Angelo, Steve, 35–36
stagnation
value-added vs., 154–157
as waste, 156–157
standard experience, 21
customer needs for, 23
standard work, 188–191
keeping standard work alive through audits, 205–207
standard work leaders, 194–195
standards
in coercive bureaucracy, 193–197
in enabling bureaucracy, 191–193, 197–200
and problem-solving routines, 312
relationship and purpose of, 192
standard sales processes in a retail chain, 202–205
starter kata, 342
stopping the line, 212–214
story boards, 205–207
strategy, 72
defined, 70–71
SWLs. See standard work leaders
systems thinking, 135
for high-performance organizations, 65–66
vs. machine thinking, 74–76
passionately pursuing purpose based on guiding values, 361–363
target conditions, 142–144
Tavistock Institute of Human Relations, 65
TBP. See Toyota Business Practices
team leaders, 286
team members, 286
technology
automation at Henry Ford Health
Systems Diagnostic Labs, 224–226
automation at Toyota machining and forging, 226–228
fiasco in a healthcare system, 222–224
self-service technology, 228–229
using to enable people, 221–228, 371
theory of constraints, 60
three Ms, 169–170
towers of knowledge, 246
Toyoda, Shoichiro, 42
Toyota, 238
automation at Toyota machining and forging, 226–228
call center, 251–253
leveling production at, 170–172
outsourcing, 253–254
supplier partnership model, 249–251
work-group structure, 285–288
Toyota Business Practices, 32–36, 311–313
Toyota Culture, 238
Toyota Kata (Rother), 30, 142–143
Toyota Production System, 40
basic TPS line, 227
Toyota Touch, 42–43
Toyota Way
developing Toyota leaders as coaches, 30–39
as one vision for pursuing excellence, 50–51
overview, 29–30
in sales and marketing, 39–45
to service excellence, 27
teaching the principles of, 31–32
The Toyota Way Fieldbook, 191
The Toyota Way in Sales and Marketing, 39
TPS. See Toyota Production System
Trist, Eric, 65
true north, 66
See also purpose
Uber, 299–300
unevenness, 169–170
unit testing, 220
United Airlines, 57–59
United Continental, 57–59
U.S. Postal Service, 188–191
value streams, 240–242
value-added work, vs. stagnation, 154–157
value-stream mapping, to develop a macrovision, 137–142
visual display, 210
visual management, 207–212, 366–370
Waal, André de, 26
Walters, Whitney, 342–343
Warner, Elizabeth, 344
Wegmans, 25
Wheatley, Margaret, 233–234, 235
Whole Foods, 25
Womack, James, 315
Wooden, John, 14
work complexity, 18–19
work groups
applying principles of Toyota work-group structure, 290–296
developing rather than deploying, 288–290
work-group structure, 285–288
work patterns, stabilizing and continually adapting, 186–187, 366
X-matrix, in Henry Ford Medical Labs, 348–350
yoketen, 393
Zarbo, Richard, 214–220, 224–226, 348–350
Zingerman’s, 151–153
Zingerman’s Mail Order, 229, 304–306
leveling call center work at, 174–177
leveling the schedule at, 172
and one-piece flow, 162–166
pull system, 178–179
standard recipes, 200–202
visual management, 207–210, 211
ZMO. See Zingerman’s Mail Order
zones of target setting, 333