The Lean Machine

Chapter 1: Working Hard, Springtime in Paris, The Concurrent Product, Development Process, A eality Check, Unexpected Competition Problems Late in the Development Process
Chapter 2: The Harley-Davidson Environment, Harley-Davidson was Different, Consensus Decision-Making, We Fulfill Dreams, Lessons from the Dark Days, The Circle Organization, Consensus-Driven Organization Managing Conflict within the Circle Organization, The Harley-Davidson Business Process, Organizational Learning
Chapter 3: Harley-Davidson's Product Development Leadership Learning Team, The Product Development, Leadership Learning Team Journey, Learning Organizations
Chapter 4: Bad Systems beat Good People
Chapter 5: Firefighting and the Tipping Point, The MIT Connection, Firefighting The Tipping Point, Lessons from beyond the brink
Chapter 6: Cadence and Flow, bins and Swirl, The Outstanding Corporate Innovator Award Product Development Flow, Product Development Cadence, The Application of Cadence and Flow bins, The Innovation Swirl
Chapter 7: Supply and Demand, The System Model of the Motorcycle business, A Soft Landing by Reducing Shipments, Generating Product Demand, Developing New Products
Chapter 8: A Left Turn: bringing Lean Manufacturing to Product Development, bringing Lean Manufacturing to Product Development, The Roots of Knowledge-based Product Development, Work Smarter not Harder
Chapter 9: The Product Development Limit Curve, Design Rework Loops
Chapter 10: Integration Points and False Positive Feasibility, False Positive Feasibility, Design Loops and Integration Points
Chapter 11: The Learning Cycle, The Learning Cycle, Set-based Product Development
Chapter 12: Set-based Design, A New Framework for Product Development, The Limit Curve Puzzle
Chapter 13: Leadership Learning and Pull Events, The Leadership Learning Change Model, Early Pull Events, Creating Leverage Through Pull Events
Chapter 14: Quickening Product Development, Railroad Planning versus Combat Planning,

Dantar P. Oosterwal has led global innovation improvements as Vice President of Innovation.

"[Oosterwal] gives business leaders insight on supporting innovation and shows them how their companies can consistently excel at developing innovative and profitable products and still keep employees motivated, energized and always learning." --"Biztimes Milwaukee"