Lean transformation mean different things to different companies, consulting firms, and even “thought leaders.” Some view lean as a toolkit to eliminate waste to be implemented mechanically as one would install software on a computer. The authors of this book view it as a process of engaging people throughout the organization in a new way of managing to deliver exceptional customer value. Those who have been in the trenches often feel like it is the front lines of a civil war between different factions with different points of view. The best way to experience this social and political process, short of living it, is through a good business novel. In this book, Franz and Liker immerse you in a world where you can begin to learn the basics by walking with the people at Amalgamated and Shiloh as they grapple with the challenges, trials, and tribulations surrounding lean as well as business transformation in general. This in-depth case study was built on a collective sixty years of up close, in depth experiences from both Franz and Liker as they’ve worked with companies around the globe in their transformation efforts. As you will learn in Trenches, this is a full-contact sport. You’ll probably see some aspects of yourself and your company in these pages. The companies live through distinct phases of lean transformation, not unlike what many companies experience. There is a honeymoon period with an experienced lean coach who guides Amalgamated through a deep transformation of one area of their plant with stunning results. Those involved in the transformation learn to see the transformation as systemic focused on improved processes and development of people. They grow and blossom. Then just as they are preparing to spread this profound knowledge they are merged with Shiloh and their mechanistic-oriented lean black belts take over virtually destroying what Amalgamated started. As the company performance plummets new leadership emerges and a new, deeper approach to developing people is introduced—Toyota kata. Leaders learn practice routines to develop a true kaizen mindset. Regardless of where you are in your own journey, this book is written to give you support where and when you need it and to offer a glimpse into an organization as it struggles, falls, gets up again and keeps on trying. It does this because, as we always say, that's how you learn on your journey. As I learned about the Toyota Way from many visits to Toyota and trying to teach this in other companies it became clear that there were supporters, detractors, and agnostics.  Of course we are attracted to those who think as we do.  So the supporters would gather together like a club. The supporters included the people who were directly involved in the lean transformation efforts--who experienced it first hand and could feel the positive change in the flow of work and in their own job satisfaction.My colleagues and I, including Jim Franz, always worked to follow the Toyota Way principles--respect for people and continuous improvement.  We wanted organic improvement led by empowered people in the business enterprise.  Our detractors tended to be those who were used to managing in a command and control way and saw what we were doing as threatening their power base, along with their internal "lean change agents" who were paid for fast, flashy deployment of tools to get quick, measurable results.  We advocated a slow patient approach to developing people to improve their own processes.  It was in the Trenches that these battles played out and any good lean change agent has the battle wounds to prove it!  In this book you can read about our battles, casualties, and ultimate victory in a fictional, but all to real case.--Jeffrey Liker, author of The Toyota Way SNDR: Kokomo Base Anyone who has started a Lean Transformation Effort knows what an uphill battle it can be. Hammering away at the status quo, surrounded on all sides by hostile forces, with minimal support, it can feel like you are engaged in Trench Warfare. You are ... [END TRANSMISSION] Shingo Prize-winning author, researcher, and globally recognized lean expert, James K. Franz has over 30 years of manufacturing, engineering, and service experience and learned Lean as a Toyota Production Engineer in Japan.In 2004 Jim went to work with twelve-time Shingo Prize-winning author Dr. Jeffrey Liker as a Senior Lean Consultant. In 2008 he partnered with Dr. Liker to co-found the Toyota Way Academy. His work has taken him to over 50 countries and innumerable companies around the globe. He also taught for the University of Michigan's Center for Professional Development's Lean Certification course and has guest lectured around the world as a recognized expert on Lean and Continuous Improvement Cultures and transformation. Dr. Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan and president of the Toyota Way Academy, a network of top-notch practitione