From the Author
As I learned about the Toyota Way from many visits to Toyota and trying to teach this in other companies it became clear that there were supporters, detractors, and agnostics. Of course we are attracted to those who think as we do. So the supporters would gather together like a club. The supporters included the people who were directly involved in the lean transformation efforts--who experienced it first hand and could feel the positive change in the flow of work and in their own job satisfaction.
My colleagues and I, including Jim Franz, always worked to follow the Toyota Way principles--respect for people and continuous improvement. We wanted organic improvement led by empowered people in the business enterprise. Our detractors tended to be those who were used to managing in a command and control way and saw what we were doing as threatening their power base, along with their internal "lean change agents" who were paid for fast, flashy deployment of tools to get quick, measurable results. We advocated a slow patient approach to developing people to improve their own processes. It was in the Trenches that these battles played out and any good lean change agent has the battle wounds to prove it! In this book you can read about our battles, casualties, and ultimate victory in a fictional, but all to real case.
--Jeffrey Liker, author of The Toyota Way
From the Back Cover
SNDR: Kokomo Base
Anyone who has started a Lean Transformation Effort knows what an uphill battle it can be. Hammering away at the status quo, surrounded on all sides by hostile forces, with minimal support, it can feel like you are engaged in Trench Warfare. You are ...