Introduction - Transforming our Understanding of Leadership and Management
PART I: THE SITUATION
Chapter 1: What Defines a Company that Thrives Long Term?
PART II: KNOW YOURSELF
Chapter 2: How Are We Approaching Process Improvement?
Chapter 3: Philosophy and Direction
Chapter 4: Origin and Effects of Our Current Management Approach
PART III: THE IMPROVEMENT KATA: HOW TOYOTA CONTINUOUSLY IMPROVES
Chapter 5: Planning: Establishing a Target Condition
Chapter 6: Problem Solving and Adapting: Moving Toward a Target Condition
PART IV: THE COACHING KATA: HOW TOYOTA TEACHES THE IMPROVEMENT KATA
Chapter 7: Who Carries Out Process Improvement at Toyota?
Chapter 8: The Coaching Kata - Leaders as Teachers
PART V: REPLICATION: WHAT ABOUT OTHER COMPANIES?
Chapter 9: Developing Improvement Kata Behavior in Your Organization
Appendix 1: Where Do You Start With the Improvement Kata?
Appendix 2: How to Analyze a Production Process
Mike Rother is an engineer, a teacher, and a guest researcher at the Technical University Dortmund. Rother's work has bought him to numerous companies and hundreds of factories around the world, where he collaborates with people to test ideas and shares lessons learned. He splits his time between Ann Arbor, and Cologne, Germany. Rother has been entered into the Association of Manufacturing Excellence's Hall of Fame.