Foreword                                           xi
          Akio Toyoda
Prologue: Toyota as a Model in Light of a          xiii
Period of Intense Challenges
Introduction: The Roots of Toyota's Global         1   (24)
Business Leadership
      The Failure of the Lean Quick Fix            3   (2)
      A Legacy of Unique Leadership                5   (2)
      Silos of Lean                                7   (2)
      More than an ROI Exercise                    9   (1)
      Differing World Views                        10  (5)
      The Leader's Role                            15  (1)
      Toyota as a Model                            16  (3)
      Toyotas Challenges: There Are Always         19  (2)
      Weaknesses
      What Follows                                 21  (4)
    Chapter 1 Leading in the Toyota Way: A         25  (22)
    Lifelong Journey
      What Is Toyota Way Leadership?               25  (4)
      Comparing Traditional to Toyota Leadership   29  (4)
      Toyota Leadership Is Continually             33  (1)
      Developing
      Toyota Leadership and Leadership             34  (1)
      Development
      Core Values                                  35  (4)
      The Toyota Way Leadership Development        39  (5)
      Model
      Can Others Learn from Toyota Leadership?     44  (3)
    Chapter 2 Self-Development: Reliably           47  (42)
    Identifying and Coaching Developing Leaders
    at the Gemba
      Self-Development Begins with Learning        51  (7)
      Shu Ha Ri and Leadership                     58  (3)
      A Shu Ha Ri Story of Developing a Young      61  (3)
      Leader at the Gemba
      How Shu Ha Ri Allows For and Helps           64  (17)
      Identify Self-Development
      Selecting Outside Leaders for Capability     81  (3)
      as Toyota Grew in North America
      Conclusion                                   84  (5)
    Chapter 3 Coach and Develop Others             89  (32)
      TPS Creates Challenges to Force              90  (5)
      Employees' Development
      A3 Problem Solving Makes the Thinking        95  (4)
      Process Visible
      Sometimes Leadership Training Must Be        99  (2)
      Structured
      Learning to Manage Vertically and            101 (5)
      Horizontally: T-Type Leaders
      A Massive Commitment to Developing Leaders   106 (5)
      Developing Leaders the Toyota Way            111 (3)
      Clarifying Expectations and                  114 (3)
      Accountability through Visual Management
      Conclusion                                   117 (4)
    Chapter 4 Daily Kaizem Continually             121 (26)
    Developing Leadership from the Bottom Up
      A Better Understanding of Kaizen             123 (3)
      Minomi---A Material Flow Revolution in       126 (6)
      Small Steps
      Kaizen and Leadership                        132 (6)
      Supporting Kaizen: Adding Energy and         138 (5)
      Developing Leaders
      Conclusion                                   143 (4)
    Chapter 5 Hoshin Kanri: Align Vision,          147 (38)
    Goals, and Plans for Continuous Improvement
      Hoshin Kanri: Management by Objectives by    150 (4)
      Another Name?
      The Hoshin Kanri Process                     154 (10)
      Translating Global Vision 2010 for North     164 (3)
      America
      Catch-Ball to Agree on Actual Targets at     167 (3)
      Every Level
      Doing and Checking through Visual Tracking   170 (7)
      Hoshin Kanri in Action                       177 (6)
      Conclusion                                   183 (2)
    Chapter 6 Toyota Leadership Turning Around     185 (42)
    Dana Corporation
      Dana's Situation and Setting Priorities      186 (26)
      Formalizing Implementation of the Dana       212 (9)
      Operating System
      Conclusion                                   221 (6)
    Chapter 7 Learning from Toyota Leadership      227 (26)
      Do You Really Want to Be Excellent?          229 (2)
      Is Lean Leadership in the Toyota Way         231 (10)
      Really That Different?
      Lean Leadership Is the Force That Allows     241 (5)
      Toyota to Adapt to Major Environmental
      Change
      Starting the Journey                         246 (7)
Notes                                              253 (8)
Acknowledgments                                    261 (10)
Index                                              271