Structure of the Book

Chapter 1 describes the craft and mass production systems that preceded lean production. The
contributions of Frederick Winslow Taylor and Henry Ford and the strengths and weaknesses of
mass production are discussed. The business environment that Toyota faced in 1950 was the
catalyst for the Toyota Production System, the world's foremost example of lean production.
Lean production is vital today because we face precisely the same challenges that Toyota faced
in 1950.
Chapter 2 discusses the lean production system. I introduce the House of Lean Production,
around which the book is organized. The eight kinds of muda (waste) are illustrated. The effects
of overproduction, the most serious form of waste, are highlighted. The related concepts
of mura (unevenness) and muri (strain) are also illustrated. A central goal of lean production is to
improve profitability by reducing waste.
Chapter 3 deals with stability, the foundation of the lean system. Standards in the lean system are
contrasted with conventional standards. The concept of visual management is introduced. Five S,
a system of workplace organization and standardization, is described. Total productive
maintenance (TPM) is the key to machine stability.
Chapter 4 deals with standardized work. Lean production views standardized work differently
than does industrial engineering. The elements of standardized work are illustrated. The purpose
of standardized work is kaizen.[5]
Chapter 5 deals with just-in-time delivery of parts and products, the key to reducing the mudas of
overproduction, inventory, and defects. The concepts of continuous flow and pull are discussed.
The kanban system is described in detail including different kinds of kanban and the six kanban
rules. The three kinds of pull systems are described. Production leveling is a prerequisite for flow
and pull. Value stream mapping is demonstrated using a case study.
Chapter 6 addresses the jidoka principle. Jidoka entails developing processes that are capable and
do not pass defects to the next process. The poka-yoke[6] principle, a paradigm shift beyond
statistical process control, is outlined. The role of jidoka in supporting stability and continuous
flow is explained. The relationship between jidoka, visual management, and involvement is
elucidated.

Chapter 7 deals with involvement, the heart of the lean system. Kaizen circle activity, practical
kaizen training, and suggestion systems are described in detail. The role of the manager and
supervisor in supporting and sustaining involvement is highlighted.
Chapter 8 describes hoshin planning, the nervous system of lean production. Hoshin planning
seeks to overcome the management disconnects that lead to the muda of knowledge. The hoshin
planning system comprises plan-do-check-act (PDCA), catchball, nemawashi, the control
department concept, and A3 thinkingeach of which is discussed in this chapter. Hoshin
planning is described as a pull system-that is, our vision pulls us into the future.
Chapter 9 deals with the culture of lean production. Its cornerstones are PDCA, standardization,
visual management, teamwork, paradox, and intensity. Lean production is a do or path that must
be approached with a spirit of humility and lifelong learning.
[5]

Kaizen means continuous incremental improvement

[6]

A poka-yoke is a device that prevents a defect from progressing to the next process.

List of Sidebars
Chapter 1: The Birth of Lean Production
The Human Mind Likes Batches
Meeting Eiji Toyoda
Employment Security and Involvement
Taylor and Ohno
Is the Lean System Japanese?

Chapter 2: The Lean Production System

Brigadoon
Beginner's Mind
Mental Models
Muda in a Greek Restaurant

Chapter 3: Stability
Lean Improvement Process
Standardsa Basis for Comparison
Visual Management at the Metro Toronto Zoo
5S at New United Motor Manufacturing, Inc.
Maintenance Stages
Basic Image of TPMMother and Child

Chapter 4: Standardized Work

Is Standardized Work Dehumanizing?
Manpower Reduction at Toyota
The Relay Race Metaphor
The Benefit of Cells

Chapter 5: Just-in-Time Production

Production Physics
Flow and Muda
The Magic of Pull
Pull at the Imperial GrillPart 1
Does Toyota Have a Production Plan?
Understanding Customer Demand
Production Leveling at the Imperial Grill
Pull at the Imperial GrillPart 2
Value Stream Thinking
Business Process Value Stream Mapping

Chapter 6: Jidoka
Stop ProductionSo That Production Never Stops

Chapter 7: InvolvementThe Wind That Fills the Sail

All Hands On Deck

Chapter 8: Hoshin Planning

Routine Work and Improvement Work
Focus & Alignment through Hoshin Planning
PDCA Creates a Community of Scientists
The Planning and Execution Tree
Key Thinker Image
Telling Stories with A3s
Strategy Development Process

Chapter 9: The Culture of Lean Production

Problem Solving
Five Why Analysis