Contents -- Acknowledgments -- Introduction -- 1 Working Hard -- Springtime in Paris -- The Concurrent Product Development Process -- A Reality Check -- Unexpected Competition -- Problems Late in the Development Process -- 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 -- The Harley-Davidson Business Process -- Organizational Learning -- 3 Harley-Davidson's Product Development Leadership Learning Team -- The PDL[sup(2)]T Journey -- Learning Organizations -- 4 The PDL[sup(2)]T -- Systems Thinking -- Learning to See the Product Development System -- Learningful Conversations -- Creating Shared Vision -- 5 Firefighting and the Tipping Point -- The MIT Connection -- Firefighting -- The Tipping Point -- Past the Tipping Point -- Lessons from Beyond the Brink -- 6 Cadence and Flow, Bins and Swirl -- The Outstanding Corporate Innovator -- Product Development Flow -- Product Development Cadence -- The Application of Cadence and Flow -- Bins -- Heuristic Rules of Thumb -- The Innovation Swirl -- 7 Supply and Demand -- The System Dynamics Model of the Motorcycle Business -- A Soft Landing by Reducing Shipments -- Generating Product Demand -- Developing New Products -- 8 A Left Turn: Implementing Lean Principles in Product Development -- Don't Bring Lean Manufacturing Upstream -- The Roots of Knowledge-Based Product Development -- The Systems Approach to Flight -- Work Smarter, Not Harder -- 9 The Product Development Limit Curve -- Haste Makes Waste -- Bad Systems Beat Good People -- Design Rework Loops -- Product Development Is Predictable -- 10 Integration Points and False Positive Feasibility -- False Positive Feasibility -- Design Cycles and Integration Points.

11 Learning Cycles -- The Learning Cycle -- Set-Based Product Development -- 12 Set-Based Design -- A New Framework for Product Development -- The Second Piece of the Limit Curve Puzzle -- 13 Leadership Learning and Pull Events -- The Leadership Learning Change Model -- Early Pull Events -- Creating Leverage Through Pull Events -- 14 Quickening Product Development -- Railroad Planning versus Combat Planning -- Establishing and Using Help Chains -- Using Visual Management -- 15 Oobeya -- Collaboration Using the Oobeya Process -- The Oobeya Process -- The Wall -- Quickening the Pace of Innovation -- 16 Knowledge-Based Product Development -- Indications of Success -- Creating Change -- Notes -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- V -- W.