Table of Contents for Creating a Kaizen Culture

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The first round of copy editing and author proofing for Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains is complete. The book is on track to be published by McGraw-Hill on or before October 2013. Updated: November 8, 2013.

 

Thanks to everyone for the words of encouragement. To answer the questions about specific contents of the book, here is the complete Table of Contents as it stands now.

 

Introduction

 

Chapter 1: Why We Need a Kaizen Culture

 

The ABCs of Organizational Culture

 

What is Kaizen Culture?

 

Learning How to Adapt from Virginia Mason Medical Center

 

Kaizen Culture as Countermeasure to Extension Transference

 

Human Adaptability, the Strategic Competitive Advantage

 

Is Kaizen Culture Easier within Japanese Culture?

 

Chapter 2: The True Meaning of Kaizen

 

The True Meaning of Zen in Kaizen

 

A Reintroduction to Kaizen

 

The American Roots of Kaizen

 

The Creative Idea Suggestion System

 

Simple Yet Transformational Kaizen at Franciscan St. Francis Health

 

Where did the Kaizen Event Come From?

 

Kaizen is a Product of Japan’s History, Not Culture

 

What’s the Japanese for “Teamwork”?

 

A History of Adoption and Adaptation of Ideas

 

The False Dichotomy of Kaizen and Innovation

 

Kaizen in the R&D Team at Electrolux

 

The Scientific Method within Organizational DNA

 

Chapter 3: Core Beliefs within Kaizen Culture

 

Integrity, Core Beliefs and the Act of Kaizen

 

Precepts, Points, Creeds and Principles

 

Toyoda Precepts and their Impact on Toyota’s Culture

 

The Management Creed of a Toyota Executive

 

Explicitly Defining Core Values at Zappos

 

From Core Beliefs to Shared Purpose

 

Alignment with Long-term Purpose at Medtronic

 

The Trust and Security to “Stop and Fix” at NUMMI

 

Respect for Individuals and their Development

 

Serving the Internal Customer as a Coach

 

Did Mr. Nakao Just Say, “Two Mules?”

 

Urgency, Connecting, Consensus

 

Sharing Goodness Beyond the Organizations

 

Beliefs, Decisions and Our Destiny

 

Chapter 4: The Meta-decision of Kaizen Culture

 

Organizational Culture as a Decision-making Filter

 

Decision Making Based on Tradition

 

Decision Making Based on Authority

 

Decision Making by “Majority Rules”

 

Decision Making Based on “Trial by Fire”

 

Pragmatic Decision Making

 

Scientific Decision Making

 

Adaptive Decision Making

 

From “My Way or the Highway” to the Kaizen Way at HON Industries

 

Why Kaizen Transformations Succeed

 

Broad-based Skill Building at Chrysler Corporation

 

The Strategic Decision to Create a Kaizen Culture

 

Chapter 5 Kaizen as Strategy in Practice

 

Strategy as a System of Expedients

 

Hoshin Kanri: The PDCA Cycle Adapted to Strategy

 

The Vital Few: Kaizen Everything or Just What Matters?

 

Catch Ball: Organizational Alignment the Kaizen Way

 

Alignment between Process and Results at Lockheed Martin

 

From Operational Kaizen to Strategic Kaizen

 

No Plan Goes According to Plan

 

Chapter 6: Daily Kaizen

 

Maintenance of Standards

 

How Much Time Should a Leader Spend on the Gemba?

 

Every Day Improvement

 

Growing People Every Day at FastCap

 

Team Development Program at Sonae Retail

 

What’s So Hard about Simple Kaizen?

 

Chapter 7: The Emotional Lives of Kaizen Teams

 

Ethos, Pathos and Logos

 

Helping People Scale the Change Curve

 

The Triple Purpose of a Kaizen Event

 

Creating Emotional Engagement in Kaizen at Wiremold

 

Changing the Scenery within the Week

 

The Kaizen Team Presentation Day

 

The Facilitator’s Role in Leading People through Kaizen

 

A Kaizen Event with Shigeo Shingo at Hill-Rom Industries

 

Why Toyota Doesn’t Do Kaizen Events, but You Should

 

What Kaizen Events Teach Us About Our Culture

 

Following Up

 

From Kaizen Event Results to Kaizen Cultures

 

Chapter 8: Sustaining a Kaizen Culture

 

The Odds Against Survival

 

To Sustain is to Change

 

Sustaining through Habits

 

Positive and Negative Reinforcement Loops

 

Modeling the Desired Behavior

 

Sustaining through Communication at Vibco

 

Sharing to Sustain

 

Top-down Leadership Support at Herman Miller

 

The Trick to Sustaining Kaizen at Kaas Tailored

 

The Way We Do Anything

 

Chapter 9: Organizational Readiness for Kaizen Transformation

 

Top-Management Commitment

 

Aligning Kaizen with Long-term Purpose

 

Believing in Service Excellence at the Rotorua District Council

 

Stability, Safety and Security

 

Readying Middle Management for Culture Change at Bosch

 

Leaders as Teachers: from Span of Control to Span of Support

 

Making Time for Kaizen

 

Finding a Smooth Starting Point

 

Embracing Change at Oregon Community Credit Union

 

Starting with the Idea of Changing Culture

 

Chapter 10 : Facing Up to the Culture Monster

 

Why Transformation Programs Are Failing

 

Overcoming Cultural Obstacles to Kaizen at Franciscan St. Francis Health

 

Turning the Big Wheel of Culture PDCA

 

What Problem Are You Solving?

 

Afterword

 

Acknowledgements

 

Bibliography

 

The authors received a lot of help from many people in writing this book. We only hope that we do the subject justice and succeed in moving the conversation forward on the subject of creating a kaizen culture.

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