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 Leading the
Lean Enterprise
Transformation
Second Edition
 Praise for the Bestselling first edition:
“Any senior executive serious about leading a Lean transformation should start here. Koenigsaecker
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tactical and a strategic action plan for Lean transformation.”
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 Leading the
Lean Enterprise
Transformation
Second Edition

George
Koenigsaecker
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2013 by George Koenigsaecker
CRC Press is an imprint of Taylor & Francis Group, an Informa business

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Version Date: 20120824

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Contents
Preface to Second Edition......................................................................ix
Acknowledgments............................................................................... xiii
Introduction........................................................................................... xv
The Author............................................................................................xxi

Chapter 1 My Journey of Lean Learning: Eleven Corporate

Transformations.................................................................. 1
Deere & Company........................................................................1
Rockwell International................................................................3
Jake Brake (Danaher)...................................................................4
HON Company.............................................................................7
Summary.......................................................................................8

Chapter 2 What Is Lean?...................................................................... 9

What Toyota Does........................................................................9
Two Pillars...................................................................................10
Identifying and Removing Waste............................................10
A Problem-Identifying and Problem-Solving System...........13
Six Sigma or Lean…or Both?....................................................15
Summary.....................................................................................16
Notes.............................................................................................16

Chapter 3 Measurement Can Be Easy............................................... 17

Understanding Financial Measures: Personal Examples......17
Toyota’s True North Metrics.....................................................18
How High Is High?.................................................................... 20
The Four True North Metrics in Detail..................................26
Quality Improvement............................................................26
Delivery/Lead Time/Flow Improvement............................27
Cost/Productivity Improvement........................................ 30
Human Development............................................................33
Linking the True North Metrics with Financial Measures.... 35
Summary.....................................................................................37
Notes.............................................................................................38

v
vi • Contents

Chapter 4 Value Stream Analysis Provides the Improvement

Plan—And Kaizen Events Make It Happen.................... 39
Taking a Walk to Create an Initial-State VSA....................... 40
Initial-State VSA and the True North Metrics..................41
Helping You See the Waste...................................................41
Brainstorming to Create an Ideal-State Value Stream......... 43
Creating a Future-State Value Stream.................................... 44
Improvement Goals...............................................................45
Work Plan and Responsibilities...........................................45
The Rule of 5×............................................................................ 48
A Model Value Stream...............................................................53
The Power of Weeklong Kaizen Events...................................55
Summary.....................................................................................59
Notes............................................................................................ 60

Chapter 5 Tactical Organizational Practices.................................... 61

The n/10 Rule...............................................................................61
Designing Improvement Teams.............................................. 64
Key Event Failure Mode........................................................... 66
The 3 Percent Guideline.............................................................67
Selecting People for the Full-Time Improvement Team..69
Selecting the Leader for the Dedicated Lean Team..........70
The Watlow 3 Percent Experience.......................................71
Administrative Teams...............................................................73
Redeployment.............................................................................75
Other Lean Training..................................................................77
Summary.....................................................................................78

Chapter 6 Strategic Organizational Practices................................... 79

Understanding Governance......................................................79
Immersion.................................................................................. 80
Guiding Coalition......................................................................81
Communication......................................................................... 84
Lean Simulation.................................................................... 84
Strategy Deployment.............................................................85
Antibodies.................................................................................. 88
Lean Year by Year...................................................................... 90
Year One................................................................................. 90
 Contents • vii

Year Two..................................................................................91
Year Three...............................................................................91
Year Four.................................................................................91
Summary.....................................................................................92

Chapter 7 Building a Lean Culture................................................... 93

Defining Culture........................................................................94
The Building Blocks of Lean/Toyota Culture.........................95
Serve the Customer.............................................................. 96
Seek What’s Right, Regardless.............................................97
Decide Carefully, Implement Quickly................................97
Candidly Admit Imperfections...........................................98
Speak Honestly and with Deep Respect............................ 99
Go, See, and Listen to Learn (Genchi Gembutsu)............. 99
Deliver on Meaningful Challenges.................................. 100
Be a Mentor and a Role Model...........................................101
The Action Plan........................................................................101
Giving Your Leadership Team Personal Experience......102
Daily Improvement.............................................................103
Challenging Your Team to Build Knowledge..................104
Summary...................................................................................106
A Final Thought........................................................................107
Author’s Note............................................................................108
Appendix A: A Lean Tutorial........................................................................111
Appendix B: Building a Sustainable Lean Culture—The Watlow Way..... 139
Appendix C: Watlow’s Enterprise Visual Management
System—Mission Control.......................................................159
Appendix D: The Origin of Simpler’s Transformation ContinuumSM....173
Appendix E: Red River Army Depot—Accelerating Lean through
Leadership Immersion............................................................187
Appendix F: A New Product Design System That Uses Lean
Principles.................................................................................. 207
Appendix G: Autoliv—Empowered to Solve Problems.............................221
Preface to Second Edition
During the past decade or so, the primary focus of my own Lean learn-
ing journey has been to try to really understand what characterizes a true
Lean culture and, more importantly, what are the key leadership behaviors
that characterized the top leadership of truly successful transformations.
Everything you have just read I would still consider to be true. But I have
also been trying to dig deeper and to get to a core that is, perhaps, the few
“critical to success” items.
Over this decade I have kept notes every time I heard a senior leader
from Toyota talk about leadership, when senior leaders from the few Lean
transformation successes talked about their leadership, and every time a
true Lean guru would expound on the subject. But I found it to be pretty
confusing. Often the same idea was expressed in a way that made it sound
like a totally different idea. Often values were mixed with behaviors.
Most often I found something that was really important buried in a list of
“good” behaviors that are on most Western firms’ lists.
Finally, after “collecting” input for years, I decided that I really needed
to try to come to a conclusion that was useful to all of us on the journey.
As I thought about this, I noticed that any list of good leadership behaviors
that I had seen from Toyota was limited to four or fewer things. We all
know that “three” is a kind of magic number that folks can keep track of
and remember. So I set my goal to come up with three behaviors that were
either not on the usual Western list of 15–20 desired leadership behaviors
or had to be at a 10× level of energy and commitment. So I am assuming
that your organizations already have a list of leadership behaviors that you
are working to select and build toward, and I am assuming that those stay
in place. What I am trying to find are the “three” that really, really have to
be there for true Lean success—either something we often would not have
on our list of 20 behaviors, or it’s buried on the list but would need 10× the
energy and attention to be successful in a Lean transformation.
As part of this year’s effort, I have been able to meet with two groups
of senior Toyota executives. This was helpful, but I learned that they also
consider the short list to be proprietary. However, I think I learned that
of the dozen or so on their list, there are really just three or four that are
not usually on the Western list, so it helped confirm my focus. I also spent

ix
x • Preface to Second Edition

a few days on this subject with the folks at Watlow, trying to build the
same thing for them. I also solicited input from folks that I knew who had
been involved in key successful Lean transformations about what the lead-
ers did there. The Simpler team includes former senior executives from
Danaher, Frendenberg-NOK, HNI/HON, Wiremold, Hillenbrand, etc.,
and many of them were enlisted to provide input.
As part of a Simpler writing cell on senior leadership training, the “pile”
of input began to gradually coalesce into a “big three.” I found that when I
read the list, it did not seem all that impressive and did not seem it should
have taken all this work to figure it out. Nonetheless, a “big three” did
emerge. I then tested this on a CEO exchange group (a handful of CEOs
who have been on the journey for an average of 15 years and get together
each year to look at what is next on their journey and next for Lean in gen-
eral) and found that with different wording we were pretty close together.
One of the group members then ran it by most of the well-known Lean
gurus out there, and that input was added to the “pile.” As a final test, I
ran it by a group of client CEOs of Simpler, all of whom are on the Lean
journey, although their length of Lean experience varied widely. This last
was in some ways the most interesting of the tests. Before reviewing the
“three” that I had settled on, I broke them into three teams and asked
them to come up with their lists of only three leadership behaviors—and
they should not be the ones on the “standard Western” list, unless it was
a 10× level kind of thing. One group came up with the same three, with
somewhat different wording. The other two teams came up with two that
matched (with somewhat different wording), and their third was “vision,”
which in my mind should be on any solid Western list of leadership behav-
iors. Two out of three was a lot closer than I expected.
So, the simple list of three:

1. A DRIVE for continuous improvement.

2. A DRIVE for mentoring and learning.
3. A DRIVE for disciplined execution.

So that seems straightforward and no big deal, right?

The thought on capitalizing the word DRIVE is that it is probably 10×
the normal or usual level of interest and commitment to this behavior.
The focus on continuous improvement, in both process and results,
has characterized all the successful transformational leaders that I have
known. It is captured by the Lexus slogan about the “relentless pursuit
 Preface to Second Edition • xi

of perfection.” In this case, “relentless” is another way to think about the

10× DRIVE for it. I have also seen this grow into a cultural characteristic
of a Lean organization. So don’t be too discouraged if this does not seem
like the way you behave now; it is the goal of the behavior that you want to
encourage and develop. I have seen this develop as an organization goes
on its own Lean journey, not only among senior executives, but also as a
common characteristic of its evolving Lean culture.
The second behavior—a DRIVE for mentoring and learning—can be
seen in all successful Lean cultures and is always something that is encour-
aged from the top. I think we often have mentoring on our Western list of
behaviors, but it is an afterthought, as opposed to a Toyota-like empha-
sis that basically says you cannot really be a manager in the organization
if you cannot demonstrate an ability to mentor others and continuously
learn yourself.
And the third behavior—a DRIVE for disciplined execution—points to
the fact that Lean done well is a lot of hard work, and it takes continuous
follow-up to ensure that the Lean practices are both sustained and grow-
ing. A phrase that Danaher uses is, “Inspect what you expect.” I have seen
too many otherwise good Lean efforts fail because senior leadership did
not dig deep enough to really learn themselves and then know if their
organizations were building the new practices and behaviors.
I still find this list of the “big three” “underwhelming,” but it also still
seems “right,” and if you think about it, it will take a tremendous amount
of focus and effort (10×?) to get your organization to practice these every
day at every level.
I have considered trading “passion” for DRIVE, and that would probably
work, but DRIVE seems to get to the point for me. Many of us who have
worked at this think about a Lean culture as a thermodynamic system
that takes a constant new input of good energy just to sustain it (because
the culture outside tends to pull it backwards) and then even more energy
from leaders to move it ahead—in other words, DRIVE.
Good luck on your journey.
Acknowledgments
My journey of Lean learning continues, but it has been built on the work
of many others. Starting near the beginning, it is appropriate to recognize
the people of Toyota, who have carefully distilled the best practices from
around the world, added unique insights of their own, and built a disci-
plined business system that is the benchmark for how to run an enterprise.
The folks who began the work at Toyota, especially Taiichi Ohno, who
pulled much of it together, would tell you that the Toyota model is built on
a foundation of the teachings of Henry Ford, W. Edwards Deming, those
who developed our WWII training methods, and others. And although
this is true, the unique insights of Toyota and the company’s ability to cre-
ate a culture that sustains this corporate learning system are truly amazing.
I owe thanks to folks like Frank Petroshus of Rockwell Automotive,
who supported the global learning effort that got me started on this path.
Also, folks like Steve and Mitch Rales, who bought a company, and then
let me experiment with it. And then, my principal sensei, three members
of Ohno’s Autonomous Study Group, who taught me the basics of the
tools and principles of the Toyota Business System (TBS): Yoshiki Iwata,
Chihiro Nakao, and Akira Takenaka.
Perhaps most important are all the associates at Danaher and HNI/
HON, who struggled with my efforts to understand and lead in this new,
Lean world. I also want to thank Simpler Consulting LP for providing
me with a mechanism for demonstrating that, with a solid foundation in
Lean principles, a Lean business system can be applied successfully in any
work environment—from health care and other service industries to the
military.
I would also like to thank Michael Sinocchi, executive editor at
Productivity Press, for his help with the manuscript.
Of course, thanks to my wife, Charlotte, and our children, Danaka,
Brooke, and Derek, who suffered through long absences while I was on
my journey of learning. None of this would be possible without them.

xiii
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