Table of Contents for Creating a Kaizen Culture

By Jon Miller | Post Date: August 4, 2013 8:46 PM | Comments: 0

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The first round of copy editing and author proofing for Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains is complete. The book is on track to be published by McGraw-Hill on or before October 2013. Updated: November 8, 2013.

Thanks to everyone for the words of encouragement. To answer the questions about specific contents of the book, here is the complete Table of Contents as it stands now.


Chapter 1: Why We Need a Kaizen Culture

The ABCs of Organizational Culture
What is Kaizen Culture?
Learning How to Adapt from Virginia Mason Medical Center
Kaizen Culture as Countermeasure to Extension Transference
Human Adaptability, the Strategic Competitive Advantage
Is Kaizen Culture Easier within Japanese Culture?

Chapter 2: The True Meaning of Kaizen

The True Meaning of Zen in Kaizen
A Reintroduction to Kaizen
The American Roots of Kaizen
The Creative Idea Suggestion System
Simple Yet Transformational Kaizen at Franciscan St. Francis Health
Where did the Kaizen Event Come From?
Kaizen is a Product of Japan's History, Not Culture
What's the Japanese for "Teamwork"?
A History of Adoption and Adaptation of Ideas
The False Dichotomy of Kaizen and Innovation
Kaizen in the R&D Team at Electrolux
The Scientific Method within Organizational DNA

Chapter 3: Core Beliefs within Kaizen Culture

Integrity, Core Beliefs and the Act of Kaizen
Precepts, Points, Creeds and Principles
Toyoda Precepts and their Impact on Toyota's Culture
The Management Creed of a Toyota Executive
Explicitly Defining Core Values at Zappos
From Core Beliefs to Shared Purpose
Alignment with Long-term Purpose at Medtronic
The Trust and Security to "Stop and Fix" at NUMMI
Respect for Individuals and their Development
Serving the Internal Customer as a Coach
Did Mr. Nakao Just Say, "Two Mules?"
Urgency, Connecting, Consensus
Sharing Goodness Beyond the Organizations
Beliefs, Decisions and Our Destiny

Chapter 4: The Meta-decision of Kaizen Culture

Organizational Culture as a Decision-making Filter
Decision Making Based on Tradition
Decision Making Based on Authority
Decision Making by "Majority Rules"
Decision Making Based on "Trial by Fire"
Pragmatic Decision Making
Scientific Decision Making
Adaptive Decision Making
From "My Way or the Highway" to the Kaizen Way at HON Industries
Why Kaizen Transformations Succeed
Broad-based Skill Building at Chrysler Corporation
The Strategic Decision to Create a Kaizen Culture

Chapter 5 Kaizen as Strategy in Practice

Strategy as a System of Expedients
Hoshin Kanri: The PDCA Cycle Adapted to Strategy
The Vital Few: Kaizen Everything or Just What Matters?
Catch Ball: Organizational Alignment the Kaizen Way
Alignment between Process and Results at Lockheed Martin
From Operational Kaizen to Strategic Kaizen
No Plan Goes According to Plan

Chapter 6: Daily Kaizen

Maintenance of Standards
How Much Time Should a Leader Spend on the Gemba?
Every Day Improvement
Growing People Every Day at FastCap
Team Development Program at Sonae Retail
What's So Hard about Simple Kaizen?

Chapter 7: The Emotional Lives of Kaizen Teams

Ethos, Pathos and Logos
Helping People Scale the Change Curve
The Triple Purpose of a Kaizen Event
Creating Emotional Engagement in Kaizen at Wiremold
Changing the Scenery within the Week
The Kaizen Team Presentation Day
The Facilitator's Role in Leading People through Kaizen
A Kaizen Event with Shigeo Shingo at Hill-Rom Industries
Why Toyota Doesn't Do Kaizen Events, but You Should
What Kaizen Events Teach Us About Our Culture
Following Up
From Kaizen Event Results to Kaizen Cultures

Chapter 8: Sustaining a Kaizen Culture

The Odds Against Survival
To Sustain is to Change
Sustaining through Habits
Positive and Negative Reinforcement Loops
Modeling the Desired Behavior
Sustaining through Communication at Vibco
Sharing to Sustain
Top-down Leadership Support at Herman Miller
The Trick to Sustaining Kaizen at Kaas Tailored
The Way We Do Anything

Chapter 9: Organizational Readiness for Kaizen Transformation

Top-Management Commitment
Aligning Kaizen with Long-term Purpose
Believing in Service Excellence at the Rotorua District Council
Stability, Safety and Security
Readying Middle Management for Culture Change at Bosch
Leaders as Teachers: from Span of Control to Span of Support
Making Time for Kaizen
Finding a Smooth Starting Point
Embracing Change at Oregon Community Credit Union
Starting with the Idea of Changing Culture

Chapter 10 : Facing Up to the Culture Monster

Why Transformation Programs Are Failing
Overcoming Cultural Obstacles to Kaizen at Franciscan St. Francis Health
Turning the Big Wheel of Culture PDCA
What Problem Are You Solving?


The authors received a lot of help from many people in writing this book. We only hope that we do the subject justice and succeed in moving the conversation forward on the subject of creating a kaizen culture.

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