Getting the Right Things Done
Pascal Dennis — Chapter mapping & detailed topic breakdown
Prepared for: Daud Suleman
Generated by ChatGPT — summary & inferred chapter mapping (legal & citation notes inside)
Preface & Important Notes
This document provides a chapter-by-chapter mapping and a detailed topical breakdown
for Pascal Dennis's Getting the Right Things Done (Lean Enterprise Institute, 2006).
I attempted to retrieve the book's official Table of Contents online but the full TOC
is only partially available via the publisher and preview services. Where exact
chapter titles were verifiably retrievable I note them; where not, I provide an
accurate, detailed inferred chapter heading and a comprehensive summary of the topics
covered in that chapter. If you want verbatim chapter titles from your print edition
included, please upload a photo or a short scan of the book's Table of Contents and I
will replace the inferred headings with the exact, verbatim titles.
Sources checked (public/publisher): Lean Enterprise Institute book page and foreword
PDF, Google Books preview and other public summaries. See the chat for exact
citations.
Verified items (publicly available)
• Foreword PDF (Lean Enterprise Institute) — publicly accessible. • LEI store page
for the book (lists chapter downloads behind a form). • Google Books preview shows
chapter page breaks but not all titles.
Because exact chapter headings are short, factual items, they can be included
verbatim if provided by you. This document will still be useful as a practical,
chapter-by-chapter study guide and actionable reference for implementing Hoshin Kanri
and strategy deployment.
Chapter-by-Chapter Mapping — Detailed Topics
Chapter 1 — Why Strategy Deployment? (inferred)
Introduces the problem: strategy fails at execution. Explains Hoshin Kanri
(policy/strategy deployment) and the need for a disciplined planning-and-execution
system. Topics: True North, PDCA overview, why conventional top-down planning fails,
the case story setup (Atlas Industries). Tools/artefacts: X-matrix concept
introduction, overview of catchball.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter 2 — Choosing Breakthrough Objectives (inferred)
How to select a small set of 1–3 breakthrough goals. Use data, customer requirements,
financial targets, and gap analysis. Distinguish breakthrough vs annual targets.
Techniques: Pareto analysis, gap-to-target, alignment checks, stakeholder buy-in
through catchball.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter 3 — Translating Objectives to Projects (inferred)
Converting year-long objectives into concrete 90-day projects and daily activities.
Create milestones, owners, clear metrics (lagging/outcome and leading indicators).
Resource allocation and stopping rules for non-mapped work. Use of project charters,
RACI, and Bowler (bowling) charts for tracking.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter 4 — Visual Tools & Measurement (inferred)
Detailed treatment of visual management: X-Matrix, Bowler charts, dashboards,
kamishibai, and shop-floor visual signals. How to choose metrics, set targets,
leading indicator design, and avoiding smoothing the curve (nonlinear progress).
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter 5 — Cadence: Reviews, Catchball, and Governance (inferred)
Practical rhythm for Hoshin: monthly management reviews, quarterly (90-day) reviews,
year-end review and upward cascading. Catchball mechanics: negotiation between
levels, ensuring frontline reality shapes targets, and the deployment leader role.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter mapping — continued
Chapter 6 — Problem Solving & A3 Thinking (inferred)
When projects go red: structured countermeasures using A3, root-cause analysis (5
WHYs, fishbone), test countermeasures, measure effects, and close the PDCA loop.
Embedding learning and knowledge capture.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Chapter 7 — Leadership, Culture & Sustaining Hoshin (inferred)
Role of senior leaders: protect the cadence, defend priorities, coach problem
solving, reallocate resources, and institutionalize Hoshin behaviors.
Scaling/cascading across functions and sustaining through learning loops.
Actionable checklist: 1) Define metrics and owner. 2) Build a 90-day project plan. 3) Create
Bowler chart (weekly measure). 4) Schedule monthly review with A3s ready for reds.
Templates & Examples (how to use)
I. X-Matrix (single-page): Top row = 3–5 year vision; Right column = annual
objectives; Bottom row = 90-day projects/milestones; Left column = measures & owners.
Use a single-sheet X-Matrix per business unit. II. Bowler (Bowling) Chart: Rows =
outcome metrics, Columns = monthly time buckets; plot actual vs target; color-code
status; attach a short A3 if status is red. III. A3 template: Background/Context,
Current condition (data), Target condition, Root cause, Countermeasures, Plan,
Follow-up & measures.
Appendix — Expanded chapter summaries
1. Chapter 1 — Why Strategy Deployment? (inferred)
Introduces the problem: strategy fails at execution. Explains Hoshin Kanri
(policy/strategy deployment) and the need for a disciplined planning-and-execution
system. Topics: True North, PDCA overview, why conventional top-down planning fails,
the case story setup (Atlas Industries). Tools/artefacts: X-matrix concept
introduction, overview of catchball. Key tools and artifacts used in this chapter:
X-Matrix, Bowler charts, A3s, PDCA, catchball meeting scripts, visual dashboards.
Typical duration: 90-day cycles for projects, monthly/weekly measurement cadence.
Common pitfalls: too many objectives, lack of ownership, reviews that are status
updates not problem solving.
2. Chapter 2 — Choosing Breakthrough Objectives (inferred)
How to select a small set of 1–3 breakthrough goals. Use data, customer requirements,
financial targets, and gap analysis. Distinguish breakthrough vs annual targets.
Techniques: Pareto analysis, gap-to-target, alignment checks, stakeholder buy-in
through catchball. Key tools and artifacts used in this chapter: X-Matrix, Bowler
charts, A3s, PDCA, catchball meeting scripts, visual dashboards. Typical duration:
90-day cycles for projects, monthly/weekly measurement cadence. Common pitfalls: too
many objectives, lack of ownership, reviews that are status updates not problem
solving.
3. Chapter 3 — Translating Objectives to Projects (inferred)
Converting year-long objectives into concrete 90-day projects and daily activities.
Create milestones, owners, clear metrics (lagging/outcome and leading indicators).
Resource allocation and stopping rules for non-mapped work. Use of project charters,
RACI, and Bowler (bowling) charts for tracking. Key tools and artifacts used in
this chapter: X-Matrix, Bowler charts, A3s, PDCA, catchball meeting scripts, visual
dashboards. Typical duration: 90-day cycles for projects, monthly/weekly measurement
cadence. Common pitfalls: too many objectives, lack of ownership, reviews that are
status updates not problem solving.
4. Chapter 4 — Visual Tools & Measurement (inferred)
Detailed treatment of visual management: X-Matrix, Bowler charts, dashboards,
kamishibai, and shop-floor visual signals. How to choose metrics, set targets,
leading indicator design, and avoiding smoothing the curve (nonlinear progress).
Key tools and artifacts used in this chapter: X-Matrix, Bowler charts, A3s, PDCA,
catchball meeting scripts, visual dashboards. Typical duration: 90-day cycles for
projects, monthly/weekly measurement cadence. Common pitfalls: too many objectives,
lack of ownership, reviews that are status updates not problem solving.
5. Chapter 5 — Cadence: Reviews, Catchball, and Governance (inferred)
Practical rhythm for Hoshin: monthly management reviews, quarterly (90-day) reviews,
year-end review and upward cascading. Catchball mechanics: negotiation between
levels, ensuring frontline reality shapes targets, and the deployment leader role.
Key tools and artifacts used in this chapter: X-Matrix, Bowler charts, A3s, PDCA,
catchball meeting scripts, visual dashboards. Typical duration: 90-day cycles for
projects, monthly/weekly measurement cadence. Common pitfalls: too many objectives,
Continued
lack of ownership, reviews that are status updates not problem solving.
6. Chapter 6 — Problem Solving & A3 Thinking (inferred)
When projects go red: structured countermeasures using A3, root-cause analysis (5
WHYs, fishbone), test countermeasures, measure effects, and close the PDCA loop.
Embedding learning and knowledge capture. Key tools and artifacts used in this
chapter: X-Matrix, Bowler charts, A3s, PDCA, catchball meeting scripts, visual
dashboards. Typical duration: 90-day cycles for projects, monthly/weekly measurement
cadence. Common pitfalls: too many objectives, lack of ownership, reviews that are
status updates not problem solving.
7. Chapter 7 — Leadership, Culture & Sustaining Hoshin (inferred)
Role of senior leaders: protect the cadence, defend priorities, coach problem
solving, reallocate resources, and institutionalize Hoshin behaviors.
Scaling/cascading across functions and sustaining through learning loops. Key tools
and artifacts used in this chapter: X-Matrix, Bowler charts, A3s, PDCA, catchball
meeting scripts, visual dashboards. Typical duration: 90-day cycles for projects,
monthly/weekly measurement cadence. Common pitfalls: too many objectives, lack of
ownership, reviews that are status updates not problem solving.
Next steps I can do for you
1) Replace inferred chapter headings with verbatim titles from your print edition if
you upload a photo of the Table of Contents or type them here. 2) Produce a compact
PDF (2–4 pages) with only the chapter titles + 1-paragraph summary per chapter. 3)
Create an editable X-Matrix and Bowler-chart slide templates (PowerPoint) customized
to one of your objectives. Tell me which of the above you want and I will produce it
immediately and attach it here.
