Andy & Me

Pascal Dennis is President of Lean Pathways, an international coaching team. He is the author of four previous books on Lean management, all of which have won the prestigious Shingo Prize for outstanding research in the field of operational excellence. Pascal and his team have worked with major healthcare systems like Inova Health System, Baptist Memorial Healthcare Corporation, Health Sciences North and Salem Health, as well as Fortune 100 companies like Kimberly Clark and Lockheed Martin. Pascal learned the Toyota business system in leadership positions at Toyota Motor Manufacturing Canada, one of Toyota’s best plants, and has worked with leading senseis in North America and Japan. Pascal lives in Toronto with his wife and three children.For more information please visit www.leansystems.org.

"Andy & Me ,captures the opportunities and pitfalls in the journey of lean transformation. It is set in a real world plant environment that deals with physical, operational and emotional challenges. The story format engages, teaches and entertains the reader."Anne Stevens, Group VP, Canada, Mexico and S. America, Ford Motor Company, January 15, 2005"… one of the best books I’ve read in a long time on the subject of Lean and the Toyota Production System. Don’t be fooled by how simplistic some of the author’s solutions appear. If properly taught, and then religiously utilized, they will significantly improve your organization. Pascal Dennis is not only a seasoned ‘Sensei’ but a good storyteller as well."Steve Pontbriand, Senior Vice President, Systems Control, January 15, 2005"I do not usually like 'business novels' because the story gets in the way of the ideas. Andy and Me is the exception. This short and readable book does a wonderful job of explaining the transformation of a production plant to the Toyota approach to lean manufacturing."Brian Maskell, Co-Author, Practical Lean Accounting, May 16, 2005"Highly recommended. I just received this and tore through it. The book is a quick and light read, although you'll want to stop and let some of the TPS concepts sink in and re-read certain sections and illustrations."Mark Graban, Phoenix, Arizona, July 7, 2005

• Chapter 1: We'll Have to Close Some Plants Chapter 2: Looking for Mr. Saito Chapter 3: Finding a Sensei Chapter 4: Sincere Mind Chapter 5: Henry Ford's Vision Chapter 6: Walking the Plant Chapter 7: Continuing the Tour Chapter 8: Needs More Work Chapter 9: Understanding Zone Control Chapter 10: Time Out at the Blue Giraffe Chapter 11: Making our Video Chapter 12: Kick-Off Chapter 13: Big Heart Chapter 14: The Money Board Chapter 15: A Night in Astoria Chapter 16: Visual Management Chapter 17: The River and the Rocks Chapter 18: People Make the Difference Chapter 19: No Problem is a Problem Chapter 20: Developing Early Warning Systems Chapter 21: The Valley of Darkness Chapter 22: Learning About the Help Line Chapter 23: The Efficiency of Pull Systems Chapter 24: Stupid Meanness Chapter 25: The Frog, the Scorpion and the Nightingale Chapter 26: Grapefruit Moon Glossary Index