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• Cover
• Half-Title
• Title
• Copyright
• Contents
• Preface: Caring for People
• Acknowledgments
• Author
• Introduction: We Don’t Make Widgets
• PART I GRASPING THE SITUATION
• 1 The Legacy of Industrial Management
• Chaos
• Industrial Management
• Compliance Machines
• Three Main Takeaways
• Notes
• 2 Two Types of Efficiency
• The Persistence of Resource Efficiency
• The School of Mass Production
• The Negative Consequences of Resource Efficiency
• Doubling Down
• Busy Does Not Mean Productive
• Flow-ver Dose
• Escaping the Trade-Off
• Three Main Takeaways
• Notes
• 3 Changing the System
• Respect for People
• Information Does Not Create Behavior
• Thinking of Organizations as Systems
• Changing Thinking and Behavior
• Systems Drive Behavior
• Behavior Drives Thinking
• Focus on Flow
• What about Waste?
• The Waste We Cannot See
• Three Main Takeaways
• Notes
• PART II DESIGNING FOR FLOW
• 4 Understanding Flow
• Understanding Flow
• Handoffs
• So How Do I Create Flow?
• Focus on Wait Time
• Compress the Value Stream
• Flow Creates Capacity
• Three Main Takeaways
• Notes
• 5 Busy Does Not Mean Productive
• Activity Is Often Confused for Work
• People Are Not the Problem
• Three Main Takeaways
• Notes
• 6 Design Principle I: Continuity
• Three Main Takeaways
• Notes
• 7 An Accounting Story
• Three Main Takeaways
• Notes
• 8 Design Principle II: Balance
• Bucket Brigades
• Bob the Bottleneck
• Invisible Bottlenecks
• Balance
• Three Main Takeaways
• Notes
• 9 Creating Balance
• People
• Time
• Work
• Dealing with Variation
• Agility
• Three Main Takeaways
• Notes
• 10 The CapCell Experiment
• Three Main Takeaways
• Notes
• 11 The Seven Gates of Hell
• Countermeasures
• Managing Customer Experience
• Managing Variation
• Three Main Takeaways
• Notes
• PART III THINKING BEYOND FLOW
• 12 Prerequisites to Problem Solving
• Step 1: Define Your Customers
• Step 2: Understand Customer Value
• Step 3: Visualize Your Workflow
• Step 4: Create Flow
• Step 5: Solve Problems
• Solving Problems the Slow Way
• Three Main Takeaways
• Notes
• 13 Start with Standards
• Reflection
• Start with Standards
• The Challenge of Standards
• Everyone Hates Standards
• Eight Big Misconceptions about Standards
• Misconception #1: Standards Are Coercive
• Misconception #2: Standards Are Always Very Precise and Detailed
• Misconception #3: Standards Only Apply to Highly Repetitive Work
• Misconception #4: Standards Need to Be Created and Enforced Centrally
• Misconception #5: Standards Kill Creativity
• Misconception #6: Standards Are Not Customer Friendly
• Misconception #7: Measurements Are Not Standards
• Misconception #8: Standards Are Inflexible and Can Rarely Be Changed
• Summary
• Three Main Takeaways
• Notes
• 14 Using Standards to Create Flow
• Three Main Takeaways
• Note
• 15 Lean Thinking and the Digital Age
• So, What Do We Mean by Digital?
• Lean First, Automate Second
• Automation and Continuity
• Three Main Takeaways
• Notes
• 16 Automation and Imbalance
• Three Main Takeaways
• 17 Lean Leadership and Strategy
• Development of People
• Connecting Functions and Systems
• Go See
• T-Shaped Leadership
• Operations Is the Strategy
• Three Main Takeaways
• Notes
• Conclusion: Work Is a Human System
• Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms
• Index