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The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development
The Missing Link to Toyota-Style Success—LEAN LEADERSHIP Winner of the 2012 Shingo Research and Professional Publications Award “This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.” —Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager “This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.” —Ross E. Robson, President and CEO, DnR Lean, L...
A Guidebook of Coaching High-performance Team
Do you want to be a remarkable team member? Does every leader choose you to be part of their team? Does your track record confirm that wherever you work, your teams become glorious teams?Based on my one decade of research and interaction with dozens of great teams, I have created this volume. This guidebook is for all the team members, managers, leaders and coaches who choose to develop an awesome, outstanding high-performing team. Everyone would like to produce similar types of high-performing individuals by coaching them. Competitive pressure and fundamental changes will remain the hallmarks of the business environment. The new VUCA world and digital transformations are the movers and shak...
Permission to Forget
This book describes 10 decades of wasteful practices buried deep within U.S. schools. Today’s educators did not invent these wasteful practices; they inherited them. Five of the root causes are wasting time and five are wasting student potential. Ten years ago the first edition of Permission to Forget was published, and now this landmark anniversary edition is available. Its legacy of improvement is report after report from educators describing what happens in schools when these root causes are removed. It should not go unnoticed that root cause removal is free, unlike legislated reforms. Think about it: free! But teachers, principals, and district superintendents must collaborate in order to remove these root causes. Teachers can not remove them by themselves. Principals can not remove them by themselves. Superintendents can not remove them by themselves. Only together can teams of educators lead the removal of these 10 wasteful practices and provide America the education it desires.
Leading Lean
Companies from startups to corporate giants face massive amounts of disruption today. Now more than ever, organizations need nimble and responsive leaders who know how to exploit the opportunities that change brings. In this insightful book, Jean Dahl, a senior executive and expert in the Lean mindset and its methods, demonstrates why you need to embrace Modern Lean principles and thinking to redefine leadership in this age of digital disruption in order to continuously evolve the Lean enterprise. Drawing on nearly three decades of corporate and consulting experience, Ms. Dahl lays out a new holistic framework for developing Modern Lean leaders. Through personal experiences and compellingrea...
The Lean Expert
The Lean Expert: Educating and Elevating Lean Practitioners Throughout Your Organization outlines a method that can help organizations engage associates and empower them to achieve "expert status" in the nine core principles of Lean. By implementing the Lean Discipline Expert process detailed in the book, companies will demonstrate to their associa
The Ultimate Guide to Successful Lean Transformation
Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.
Gemba Walks the Toyota Way : The Place to Teach and Learn Management
Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.
Knowing Who You Lead
Have you taken a number of leadership courses, but still struggle to apply the techniques? Leading others is no easy task. Knowing Who You Lead is a ground-breaking guide consisting of 20 fundamental lessons that prove again and again why knowing your employees is a radical game-changer that will make your job easier and help your organization thrive. Through behaviour assessments and mediation tools, you will gain clear insight into colleagues’ real talents, communication styles, and reactions. Discover a whole new way of navigating seemingly intractable personality conflicts and workplace issues. Knowing Who You Lead will challenge you to: ● Understand your leadership style and qualiti...
The Problem Solving Kata as a Tool for Culture Change: Building True Lean Organizations
Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organisations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase staff performance.
The 7 Kata
The biggest competitive advantage an organization can achieve comes from the synergies created by employees skilled in enhancing organizational dynamics. The Seven Kata: Toyota Kata, TWI, and Lean Training supplies time-tested tools and advice to help readers adapt to changing conditions and outcompete their rivals. It explains why a mix of the ski
