The Lean Machine

Table of contents

1. Cover
2. Half title
3. Title
4. Contents
5. Acknowledgments
6. Introduction
7. 1 Working Hard
   1. Springtime in Paris
   2. The Concurrent Product Development Process
   3. A Reality Check
   4. Unexpected Competition
   5. Problems Late in the Development Process
8. 2 The Harley-Davidson Environment
   1. Harley-Davidson Was Different
   2. Consensus Decision Making
   3. We Fulfill Dreams
   4. Lessons from the Dark Days
   5. The Circle Organization
   6. Consensus-Driven Organization
   7. Managing Conflict
   8. The Harley-Davidson Business Process
   9. Organizational Learning
9. 3 Harley-Davidson’s Product Development Leadership Learning Team
   1. The PDL2T Journey
   2. Learning Organizations
10. 4 The PDL2T
    1. Systems Thinking
    2. Learning to See the Product Development System
    3. Learningful Conversations
    4. Creating Shared Vision
11. 5 Firefighting and the Tipping Point
    1. The MIT Connection
    2. Firefighting
    3. The Tipping Point
    4. Past the Tipping Point
    5. Lessons from Beyond the Brink
12. 6 Cadence and Flow, Bins and Swirl
    1. The Outstanding Corporate Innovator
    2. Product Development Flow
    3. Product Development Cadence
    4. The Application of Cadence and Flow
    5. Bins
    6. Heuristic Rules of Thumb
    7. The Innovation Swirl
13. 7 Supply and Demand
    1. The System Dynamics Model of the Motorcycle Business
    2. A Soft Landing by Reducing Shipments
    3. Generating Product Demand
    4. Developing New Products
14. 8 A Left Turn: Implementing Lean Principles in Product Development
    1. Don’t Bring Lean Manufacturing Upstream
    2. The Roots of Knowledge-Based Product Development
    3. The Systems Approach to Flight
    4. Work Smarter, Not Harder
15. 9 The Product Development Limit Curve
    1. Haste Makes Waste
    2. Bad Systems Beat Good People
    3. Design Rework Loops
    4. Product Development Is Predictable
16. 10 Integration Points and False Positive Feasibility
    1. False Positive Feasibility
    2. Design Cycles and Integration Points
17. 11 Learning Cycles
    1. The Learning Cycle
    2. Set-Based Product Development
18. 12 Set-Based Design
    1. A New Framework for Product Development
    2. The Second Piece of the Limit Curve Puzzle
19. 13 Leadership Learning and Pull Events
    1. The Leadership Learning Change Model
    2. Early Pull Events
    3. Creating Leverage Through Pull Events
20. 14 Quickening Product Development
    1. Railroad Planning versus Combat Planning
    2. Establishing and Using Help Chains
    3. Using Visual Management
21. 15 Oobeya
    1. Collaboration Using the Oobeya Process
    2. The Oobeya Process
    3. The Wall
    4. Quickening the Pace of Innovation
22. 16 Knowledge-Based Product Development
    1. Indications of Success
    2. Creating Change
23. Notes
24. Index
25. Copyright