Introduction PART I: CUSTOMER Defining the Customer Value Proposition Theron Hunter''s Coffee Shop The Value Proposition of the Coffee Shop      Value Proposition       Order-Winning Criteria       Make to Order versus Make to Stock       Voice of the Customer       Competing on Capabilities       Operating System Strategic Design Managing Variability Lunch with Guinevere Managing Variability in Lunch Orders at the Walden-Aster      Accommodating Variability in Demand           Inventory           Capacity            Lead Time       Trade-Offs Understanding Little''s Law Dylan and Amelia Have a Cuppa Moving Customers through a Pipeline       Little''s Law       Pipeline Management      Cash Conversion Cycle Achieving Single-Piece Flow Belinda, Bags, and Batches Batch Sizes at the Grocery Store       Single-Piece Flow       The Social Contract and Perceptions of Fairness       Standard Work and Variability       SMED (Setup Time Reduction) PART II: CAPABILITY Managing Constrained Resources Donna Johnson and the Bottlenecks Managing the Limited Resources of Time, Capacity, and Money       Bottlenecks       Theory of Constraints       Scale-Up Identifying Non-Value-Added Activities Todd''s Balancing Act Using Lean Techniques to Improve Daily Activities and Achieve a Goal       Value-Stream Mapping       Current- and Future-State Analysis       Identifying and Removing Waste      Top-Line Metrics       Standard Work       Continuous Improvement and Kaizen Mapping the Value Stream Rebecca''s Morning Routine Using Critical Path and Value-Stream Mapping to Establish Standard Work at Home       Critical Path       Value-Stream Map (VSM)       Culture Establishing Standard Work Erika, In through the Out Door Standardizing Work to Reduce Cycle Time in the Kitchen and Entryway       5S       Kaizen      Identifying and Removing Muda Implementing the 5S System David and the Case of the Hoarded House Creating Time and Functionality with 5S       5S       Standard Work       Kanban PART III: CONTROL Using Process Behavior Charts Tracy Scott Manages His Blood Sugar Health Management through Process Behavior Charts       XmR Charts       Special and Assignable Causes       Reducing Variation       Continuous Improvement Designing Experiments Bob''s A-Maize-ing Popcorn Using Experiments to Create the Best Popcorn       Experimental Design       Six Sigma       Designing a Robust Process      Accuracy versus Precision       Defining and Limiting Variables Maintaining Reliable Equipment Missy''s Car Maintenance Improving Automobile Performance through Total Productive Maintenance      Predictive, Preventive, and Reactive Maintenance       Supplier Relationships PART IV: COORDINATION Designing a Supply Chain Brian and Tonya''s Lunch Dilemma Managing the Supply Chain for a Home-Cooked Lunch       The Reorder Point System       Periodic Review Systems Determining Lot Size Peter Goes Shopping Determining the Optimal Lot Size for Household Supplies       Economic Order Quantity (EOQ)       Reorder Points       Quantity Discounts       Visual Management Order Quantities and Safety Stock Brad and Gina and Baby Make Three The Impact of Cost Estimates on Purchasing Decisions       Economic Order Quantity (EOQ)      Setup Cost       Holding Cost       Safety Stock       Cycle Stock       Reorder Points (ROP)       Inventory Management Policies PART V: CONTEXT AND CULTURE Enabling Rational Decision Making Zeke''s Tree Decision Analysis for Homework Success: Empowering Homework Completion Using Decision Trees       Decision Analysis       Decision Trees       The Socratic Method       The Change Effectiveness Equation Analyzing Root Causes Jackson and Wyatt Learn to Share Building Family Consensus through Root Cause Analysis      Andon Cords       Root Cause Analysis       Employee Teamwork as Part of Continuous Process Improvement Putting It All Together Chloe Manages the Family Business Leading Strategic Change in a Family Setting      Change Management      Employee Development      Employee Buy-In      Designing a Robust Process Epilogue Index.