1st Edition
Learning with Lean Unleashing the Potential for Sustainable Competitive Advantage
What Is the Need for Change?
What Is Sustainable Competitive Advantage?
Applied Rate of Learning Threats
Leadership
Organizational
Technology
Disruptive Organizational and Technology Threats
Overcoming Organizational Inertia
External Crisis Impacts to Inertia
Creating Internal Urgency with No External Crisis
Recognition of the Risk of Inaction
Success Builds Inertia
Ignoring Risks May Stall the Organization
Lean Enables a Learning Organization
Organizational Learning
Learning Organization
Lean as a Learning Vehicle
Transformation Is an Endless Journey
Phases in the Transformation Journey
Phase 1: Assess
Phase 2: Plan
Phase 3: Prepare
Phase 4: Do
Phase 5: Learn
Measuring Impact and Rate of Learning
Change-Hungry Organization Maturity Levels
Communicating to the Organization
Expanded Need for Different Types of Communication
Dichotomy of Conversation
Audience-Based Porpoising
Key Messages in This Chapter
Challenge Actions
Change Starts with Knowing What You Have
Learning Atrophy
Take Stock of Yourself
Are You Committed to Leading the Change?
Check Your Ability to Lead a Learning Organization
Check Your Lean Leadership Capabilities
Check Your Lean Thinking and Actions
Check Your Credibility Cash Index
Take Stock of the Organization
Looking for the Capability to Learn
Organizational Beliefs, Knowledge, and Ability
Characterizing Learning Organization Dimensions
Check for Lean Thinking and Action Competencies
Check the Organization’s Performance Quotient
Communicate to the Organization
Complex Message Delivery
Sharing the Transformation Vision
Setting the Course of Action
Personal Actions and Passion for Change
Key Messages in This Chapter
Challenge Actions
Planning the Transformation
Forming Your Personal Vision and Plan
You Have to Buy-In
Use Your Passion and Courage to Lead the Organization Transformation
Visualize the End Game
Personalize the Transformation
Build Your Action Plan
Walk the Talk
Changing Organizational Culture
Changing Organizational Momentum
Design the Transformation to a Lean Learning Organization
You Can’t Buy It—You Have to Build It
Integrating Your Supply Chain into the Journey
Lean Becomes the Learning Vehicle
Foundation of the Organization
Core Tenets Align the Organization
Assemble the House
Communicating to the Organization
Key Messages in This Chapter
Challenge Actions
Preparing for the Race
Set Expectations
Define Success Goals and Measures
Foundation Layer
Measurement Layer
Action Layer
Deployment Reality
Enroll Natural Lean Leaders
Invest in People
Communicating to the Organization
Key Messages in This Chapter
Challenge Actions
Go Improve Something—Start Doing
Go Ahead—Give It a Push
So You Think You Know How It Works
Entropy and Noisy Systems
Noisy Systems
Automation Creates Techno-Waste
Data Will Set You Free
Focus on Using the Voice of the Customer
VoC Segmentation
Customer Listening Posts
VoC as a Focusing Engine
Setting Simple Goals
Work on Things That Matter.
Keep It Simple
One-Touch Flow
Communicating to the Organization
Key Messages in This Chapter
Challenge Actions
Leverage the Learnings
Reevaluate and Refresh
Accelerate the Applied Rate of Learning
Leverage Learning with Lean into the Supply Chain
Standard Work
Clustering Thousands of Small Fires into a Forest Fire
Reinforce Good Decision Making and Risk Taking
Benchmark and Compare for Higher Performance
Reinvent Work and Job Skills
Measure and Share Progress
Communicate and Walk the Talk
Key Messages in This Chapter
Challenge Actions
Wrapping It Together
People
Methods
Machine
Final Thoughts from the Authors
Key Messages in This Chapter
Challenge Actions
Bibliography and Works Cited
Glossary of Terms
Appendix
Index
Biography
James Zurn (QLogic Corporation, Aliso Viejo, California, USA), Perry Mulligan (QLogic Corporation, Aliso Viejo, California, USA).
