BASTOS,ALBERTO / SHARMAN,CHARLIE
1. A dying star. 1.1 When everything is new. 1.2 The Benchmark. 1.3 The first decisión2. Strat to Action. 2.1 The importance of Alignment. 2.2 The Strat to Action Process. 2.3 Enterprise Value Stream Analysis. 2.4 Department Value Stream Analysis. 2.5 The Daily KAIZEN lasting effect. 2.6 The Breakthrough KAIZEN multiplying effect.3. Hoshin Planning. 3.1 The X Matrix Structure. 3.2 The meaning of Stretching the Goals. 3.3 Level 1 Matrix X. 3.4 X Matrix Level 2.4. Breakthrough KAIZEN. 4.1 Mission Control Room. 4.2 KAIZEN Just-in-Time Event. 4.3 Theory of Minimum Inventory.5. The Daily KAIZEN. 5.1 The Importance of the Daily KAIZEN in the Hoshin. 5.2 Daily KAIZEN Steps. 5.3 Daily KAIZEN Implementation Kick-Off.6. Countermeasure Culture. 6.1 The Origins of a Countermeasure Culture. 6.2 Countermeasure Definition. 6.3 The Leader's Role. 6.4 Countermeasures in Hoshin Review.7. Hoshin Review. 7.1 The Visual Impact of the Bowling Chart. 7.2 The First Month of the Hoshin Review. 7.3 The 3rd Month of Hoshin Review. 7.4 The 6th Month of Hoshin Review. 7.5 The 9th Monthof Hoshin Review. 7.6 CEO's Year 2 X Matrix.8. Year 1 Results. 8.1 Review of Year 1 Results. 8.2 How to Coach the Executive Team to Reflect?9. Countermeasures to Increase Sales. 9.1 The Voice of the Customer. 9.2 Sales Order Processing. 9.3 Value Selling10. Year 2 End Results. 10.1 Year 2 Results Review.11. The new way of Budgeting. 11.1 The Way we have always done it. 11.2 The Hoshin to guarantee the Budget.12. A Value Stream Organisation. 12.1 A simple example of Organisational Change. 12.2 How to implement a Value Stream Organisation? 12.3 Value Stream Management Power. 12.4 Reorganisation of ALFA's Structure. 12.5 Nagamichi KAIZEN - The Organisational Transformation Model.13. Year 3 End Results. 13.1 Review of Results achieved in Year 3.14. Results after 3 Years Transformation.Appendices
