Part 1: Destination : creating operational excellence -- The engine of the business -- The myth of improvement -- The leapfrog -- Defining operational excellence -- Creating the road map to operational excellence -- Part 2: Nine tough questions on continuous improvement -- Preparing people to jump -- The first question : why do we do continuous improvement? -- The second question : what is the best way to imrpove? -- The third question : how do we know where to improve? -- The fourth question : why do we strive to create flow? -- The fifty question : what causes the death of flow? -- The sixth question : what would the shop floor look like if we did every right? -- The seventh question : what would the office look like if we did everything right? -- The eight question : what would the supply chain look like if we did everythinkg right? -- The final question : where will our continuous improvement journey take us? -- Part 3: The eight principles of operational excellence -- The new operations "engine design" for operational excellence -- The first principle : design lean value streams -- The second principle : make lean value streams flow -- The third principle : make flow visual -- The fourth principle : create standard work for flow -- The fifth principle : make abnormal flow visual -- The six principles : create standard work for abnormal flow -- The seventh princple : have employees in the flow improve the flow -- The eighth principle : perform offense activities -- Part 4: Extended case studies -- Parker Hannifin Corporation -- IDEX Corporation -- Hypertherm

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