Includes bibliographical references and indexes.

A. Dedication -- B. Foreword -- C. Prologue: Toyota as a Model in Light of a Period of Intense Challenges -- The Great Recession -- The Recall Crisis -- The Great East Japan Earthquakeand Tsunami -- Were There Leadership Failures? -- So What Can We Learn about Lean Leadership from Toyota's Crises? -- D. Introduction: The Roots of Toyota's Global Business Leadership -- The Failure of the Lean Quick Fix -- A Legacy of Unique Leadership -- Silos of Lean -- More than an ROI Exercise -- Differing Worldviews -- The Leader's Role -- Toyota as a Model -- Toyota's Challenges: There Are Always Weaknesses -- What Follows -- 1. Leading in the Toyota Way: A Lifelong Journey -- What Is Toyota Way Leadership? -- Comparing Traditional to Toyota Leadership -- Toyota Leadership Is Continually Developing -- Toyota Leadership and Leadership Development -- Core Values -- The Toyota Way Leadership Development Model -- Can Others Learn from Toyota Leadership? -- 2. Self-Development: Reliably Identifying and Coaching Developing Leaders at the Gemba -- Self-Development Begins with Learning -- Shu Ha Ri and Leadership -- A Shu Ha Ri Story of Developing a Young Leader at the Gemba -- How Shu Ha Ri Allows For and Helps Identify Self-Development -- Selecting Outside Leaders for Capability as Toyota Grew in North America -- Conclusion -- 3. Coach and Develop Others -- TPS Creates Challenges to Force Employees' Development -- A3 Problem Solving Makes the Thinking Process Visible -- Sometimes Leadership Training Must Be Structured -- Learning to Manage Vertically and Horizontally: T-Type Leaders -- A Massive Commitment to Developing Leaders -- Developing Leaders the Toyota Way -- Clarifying Expectations and Accountability through Visual Management -- Conclusion -- 4. Daily Kaizen: Continually Developing Leadership from the Bottom Up -- A Better Understanding of Kaizen -- Minomi—A Material Flow Revolution in Small Steps -- Kaizen and Leadership -- Supporting Kaizen: Adding Energy and Developing Leaders -- Conclusion -- 5. Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement -- Hoshin Kanri: Management by Objectives by Another Name? -- The Hoshin Kanri Process -- Translating Global Vision 2010 for North America -- Catch-Ball to Agree on Actual Targets at Every Level -- Doing and Checking through Visual Tracking -- Hoshin Kanri in Action -- Conclusion -- 6. Toyota Leadership Turning Around Dana Corporation -- Dana's Situation and Setting Priorities -- Formalizing Implementation of the Dana Operating System -- Conclusion -- 7. Learning from Toyota Leadership -- Do You Really Want to Be Excellent? -- Is Lean Leadership in the Toyota Way Really That Different? -- Lean Leadership Is the Force That Allows Toyota to Adapt to Major Environmental Change -- Starting the Journey -- A. Notes -- Prologue -- Introduction -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- B. Acknowledgments.

From the bestselling author of The Toyota Way, the missing link to sustainable lean success--a four-step leadership model that aligns company culture with lean processes.

Also issued in online version.

Description based on cover image and table of contents, viewed on Mar. 24, 2015.