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In "The Transformation Curve," Steven Leuschel and Rodger Lewis unveil a revolutionary approach to organizational transformation. Drawing from his rich experiences at Volkswagen, Toyota Georgetown, and General Motors, Rodger introduces the Transformation Curve-a systematic framework for achieving lasting change. The book is co-authored with a consultant who has witnessed the curve's impact firsthand, Steven Leuschel.Readers gain insights into the evolution of the Transformation Curve, its adaptability to diverse industries, and its emphasis on culture, mutual trust, and respect as the bedrock of successful change. The book explores how this approach addresses North America's Lean implementation challenges.Rodger B. Lewis's life journey shapes "The Transformation Curve," a groundbreaking approach to complete organizational transformation. From his early days at Volkswagen to his transformative experiences at Toyota Georgetown and General Motors, Rodger's unique path informs his perspective on the Toyota Production System's North American application.The book outlines the journey that led to the Transformation Curve's development and its expansion across industries. Emphasizing culture as the key driver for sustainable change, it offers organizations a roadmap to shift from tool-focused approaches to comprehensive, culture-driven transformation."The Transformation Curve: A Systematic Approach to Organizational Change" challenges organizations to adopt a systematic, repeatable approach, positioning them for world-class performance across industries.

Failure is merely a temporary weakening of momentum on the way to sustained success. Learning from past Lean transformation failures will help any organization mitigate against the many challenges of changing culture, management systems, and leadership styles. Why Lean Transformation Fails is a brief it contains summaries, antcidotes, and reproduced content from organizations such as Virginia Mason Medical Center; New United Motor Manufacturing, Inc; Saturn Corporation; General Motors; Toyota; Toyota's suppliers; the Saskatchewan health System; ThedaCare; and Wiremold. With a Foreword from Bob Emiliani, PhD and Afterword from Martial Durin the Managing Director, Kaizen Institute China; contributor, editor, and author Steven Leuschel pulls together stories and lessons anyone implementing a lean journey can learn from to overcome barriers of Lean transformation.

Lean Culture Change, Reveals Phase 1 Level A of The Transformation CurveSteven Leuschel, Lean healthcare practitioner pens book, Lean Culture Change Using a Daily Management System. This new book reveals decades of organizational transformation knowledge deeply rooted in the Toyota Production System and Toyota's culture.Lean Culture Change is based on the teachings of Rodger B. Lewis, former General Manager of Quality at Toyota during the Georgetown ramp up. Lewis via the Transformation Curve has successfully transformed divisions of General Motors and organizations around the globe for decades. Now, it's time that healthcare organizations begin to learn a long-term strategic approach to transformation-- not just becoming Lean, doing kaizen events, or creating a model cell. In Lean Culture Change, Leuschel describes the initial steps of the Transformation Curve's Phase 1 Level A with real-life healthcare examples and case studies.Lean Culture Change is designed to be a training manual for team leaders and Senior Leaders who wish to study and adapt the Transformation Curve. It contains over 200 pages, 100 images/examples, and 6 case studies, an Afterword and Post Script.