I always like to check Industry Week every so often...they are very manufacturing oriented and stay up with the latest stuff.

Here's a very good, how-to article on lean planning that focuses on the visioning process.

I love this sort of thing and feel that it's a vital part of the lean implementation.  I will say that I've had a tough time, in some cases, getting managers to really get involved in a visioning process.  My experience has been that even top level managers can be so "tactics oriented" that the process of developing overarching vision and subsequent strategy just eludes them.  (I have a couple of favorite stories along these lines but I'll just tell one.  I was working with an NYSE-listed company once and was in front of all the senior execs working hard to get at least a short discussion among them as to how Total Quality Management fit with the company's overall strategy.  Mind you, the CEO and President, the CFO, and all the VP's were in the room.  I couldn't get a word out of anyone.  Folks were staring at their notepads.  My part of the meeting ended (awkwardly) and they went on to the next topic.  Within minutes, the entire group was involved in an energetic, no-holds-barred, everybody-leaning-forward discussion of....carrier pricing.)

All that said, the successful agile implementations start the way the article points to.