1. BASICS� Model: Sustain
Creating the Lean Culture-What It Means to Have a Lean Culture
Check and Sustain-Organizational Dissemination of Lean
Understand What a Lean Culture Looks Like: The People Piece: The Hidden Potential in Your Organization
Lean Culture Path Is Difficult and Always a Work in Process
Importance of the 50% People Piece
People versus Task: We Need a Balance
Organizational Value Systems
Managing Resistance to a Lean Culture Change
Assessment Issues and Discussion
Motivation and Continuous Improvement
Managers in the Way of Customers
High-Level Steps to Implementing a Lean Culture
Barriers to Continuous Improvement
Transitional Implementation Barriers
Work to Sustain and Improve with Lean
How Do You Get the CEO on Board?
Lean in County Government
Committing the Right Resources to Sustain
Sustaining the Continuous Improvement Culture
Building Blocks of a Lean Culture
Make Sure Your Organization Is Ready
Twelve Questions of Leader Standard Work
Insist on Updating Standard Work
Titles Tend to Get in the Way
Additional Sustaining Tools
Do Not Reward Workarounds
Do Not Let Lean Turn into Finance-Driven Labor Witch Hunts
Do Not Encourage the Victim Syndrome
Give Lean System Implementation Time to Work before Trying to Change the Underpinnings
Auditing Standard Work Using Ten-Cycle Analysis
The Operators Are the Stars
Lean and Its Impact on Your Job
Role Clarity and Distributing the Work through Workload Balancing
Time Management and the Fires
Understanding Employee Satisfaction
Journey of a Lean Sensei with a Star Wars� Analogy
One-Word Descriptions from Brainstorming Vision Classes
2. Developing the Lean Leader
Part I: Lean Executive Leader
Leveraging External Consultants
We Must Stay Customer Focused
Define Reality for the Lean Initiative
Lean Culture Begins with Communication
Communication and Involvement
Resources and Accountability
You Should Be Where the Action Is
