Ch. 1. Continuous improvement toward excellence -- Ch. 2. PDCA and striving for excellence -- Ch. 3. How process improvement can develop exceptional people -- Ch. 4. Lean processes start with a purpose -- Ch. 5. Lean out processes or build lean systems? -- Ch. 6. When organic meets mechanistic: lean overhaul and repair of ships (with Robert Kucner) -- Ch. 7. An Australian Sensei teaches a proud Japanese company new tricks: bringing TPS to a complex equipment manufacturer (with Tony McNaughton) -- Ch. 8. Lean iron-ore mining in the Pilbara Region of Western Australia -- Ch. 9. Brining Ford's ideas alive at Henry Ford health system labs through PDCA leadership (with Dr. Richard Zarbo) -- 10. Teaching individuals to fly by the numbers: transforming health-care processes (with Steve Hoeft) -- Ch. 11. Transforming how products are engineered at North American Automotive Supplier (with Charlie Baker) -- Ch. 12. Going nuclear with lean (with John Drogosz) -- Ch. 13. One time around the plan-do-check-adjust (PDCA) loop: a lean short story at Alte Schule -- Ch. 14. Sustaining, spreading, deepening: continuing turns of the PDCA Wheel -- Ch. 15. Continuous improvement as a way of life. During Toyota's highly publicized recalls of 2009 and 2010, the legendary carmaker's 60-year-old reputation for operational excellence was put under the microscope. Business pundits wondered out loud if Toyota's quality levels had decreased dramatically, while the harshest critics predicted the end of the company as we know it. For the most part, the government's findings absolved Toyota of serious defects and accidents, and Toyota recovered rapidly--but mistakes were made, which showed that Toyota is not perfect. In fact, there is always opportunity for improvement in every process. In his bestselling business management classic The Toyota Way, Jeffrey Liker introduced the world to the foundational principles that have made Toyota the envy of companies around the world. Now, in The Toyota Way to Continuous Improvement, Liker teams up with former Toyota production engineer James Franz to explain the underlying thinking behind continuous improvement and why any company needs a disciplined approach to process improvement in every part of the organization. --Book Jacket.