Lean Culture

Introduction
Part I: Building Support
Chapter 1: Aggressive Management Builds a New Hartz Mountain Culture
Chapter 2: The Ways to Win Hearts and Minds
Chapter 3: Creating a New Culture Is Company's First Priority
Chapter 4: Tips for Molding a Kaizen Culture
Chapter 5: Employees Offer Suggestions When a Process Is in Place
Chapter 6: Approach Is Key in Attempt to Make Union a Partner
Chapter 7: The Really Tough Part: Selling Lean to the CEO
Chapter 8: "Semi-Stealth" Strategy Turns Top Executives into Believers
Part II: Staff Development
Chapter 9: Plan to Increase Your Skills Inventory
Chapter 10: Acquiring and Building Expertise
Chapter 11: Plan Your Search Carefully to Get the Right Lean Leader
Chapter 12: Improving Hiring Processes Saves Both Time and Money
Chapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture Change
Chapter 14: Structured Program Builds Skills of Team Leaders
Chapter 15: Want a High-Level Job Here? You Better Learn Lean First
Chapter 16: Plastics Firm's Lean Team Is Its Source of New Talent
Part III: Sustaining Change
Chapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean
Chapter 18: Nine Steps for Getting TPM Buy-In from Varied Groups
Chapter 19: Frequent Feedback Fosters Changes in Company Culture
Chapter 20: A Good Day of Production Begins with a Good Meeting
Chapter 21: Compensation Helps Lean Pay Off
Chapter 22: Incentives Should Be Based on Outcomes, Not Activities
Chapter 23: Satisfaction Yields Improved Results
Chapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last