Leading With Lean

1. Introduction
The metaphor of the lone violinist
The original lone violinist
Impossibility leads to new ideas
Being heard
Why Leading with Lean?
What’s in it for you?
Understanding value in the eyes of the customer
Structure of the book

PART I - PLANNING TO LEAD

2. What is Lean?
The different levels of Lean
LEAN as an acronym
Thinking Lean
The Lean Principles
Lean Leadership
Lean is simply good business

3. Beginning the Change
Start with Why
Communication, communication, communication
Getting on the change curve
You can’t please all of the people all of the time
Engaging employees
Engaging the leadership

4. Building Capability
The importance of conscious incompetence
Developing the right Lean expertise
Hiring consultants
External hires
Internal development
Distributed expertise

5. Building the Transformation Model
Why we need a transformation model
Build it with excellence in mind
The VIRAL model
Stage 1: Vision
Stage 2: Impact
Stage 3: Replication
Stage 4: Amplification
Stage 5: Legacy
The management of the deployment

PART II - LEARNING TO LEAD

6. Hoshin Kanri
The need for Hoshin Kanri
The leadership problem
The secret ingredient of business success
The X-Matrix
Ritual planning

7. Leadership Activism
Being a lean pig
Being more than an advocate
Creating Activist Leaders

8. Discipline as a Competitive Advantage
The simplicity of discipline
Discipline as an advantage
Disciplined processes create agile organisations
I see dead people!
Leading discipline

9. Visible Leadership
Genchi Genbutsu
Creating the showcase
Problem solving
Kamishibai

PART III - LEADING AT SCALE

10. Learning from Success
The Kaikaku experience
It’s not industrial tourism
The model line as the internal Kaikaku experience
Not-invented-here syndrome
Scale, scale, scale

11. Going Viral - Mosquito Leadership
The Lean virus
The beliefs of the Mosquito Leader
Influence beyond hierarchy

12. Coaching Leadership
Hansei
Toyota Kata
The final leadership style
The journey to a coaching style

13. The Business Excellence Competition
The Philips Excellence Competition
Why you need a business excellence competition
Setting up the business excellence competition
The business excellence competition annual cycle
The jurors, the awards and the selection criteria
Getting teams engaged in the business excellence competition
The results of the business excellence competition

PART IV - LEADING EXCELLENCE

14. Creating the Lean Enterprise
Being the doctor, not the shopkeeper
If you’re in a hole, stop digging
The centre of excellence
Coaching upward
Building the leadership impact
Enterprise-wide transformation

15. Breaking the Mediocrity Barrier
The definition of mediocrity
The burning platform
The chicken and the pig
The management sandwich
Planning for success

16. Making the Business Excellence Team Excellent
Recruiting the right people
Enabler = accountable
The intelligent no
Healthy reporting line tension and a small central team
The centre of excellence
The business excellence competition

17. Reconciling the Value Stream with
Local Autonomy
End-to-end thinking
The horizontals and the verticals
The horizontals
The verticals
Autonomation

PART V - LEADING WITH LEAN

18. Making the New Way of Working the Culture
Being the culture that you want
The problem with problems
Rewarding execution, not ideas
What sport teaches us about leadership
So what can we learn from rugby about leadership
(and in particular Lean Leadership?)

19. Lean: A Lifetime of Journeys
A journey must have a destination
There are multiple journeys
Making yourself redundant
It’s not déjà vu if you love it

20. Stamina, Stamina, Stamina
Being the lone violinist
Keeping employees employed
Making history

21. Leading with Lean
Being a yardstick of quality
The Lean Leadership model
Leading with Lean - A conclusion

Notes
Glossary of Lean Terms
Acknowledgements
About the author