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| Preface | |
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| Acknowledgments | |
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| About Kaizen Institute | |
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| An Introduction to Kaizen | |
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| Major Kaizen Concepts | |
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| Kaizen and Management | |
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| Process versus Result | |
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| Following the PDCA/SDCA Cycles | |
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| Putting Quality First | |
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| Speak with Data | |
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| The Next Process Is the Customer | |
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| Major Kaizen Systems | |
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| Total Quality Control/Total Quality Management | |
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| The Just-in-Time Production System | |
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| Total Productive Maintenance | |
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| Policy Deployment | |
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| The Suggestion System | |
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| Small-Group Activities | |
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| The Ultimate Goal of Kaizen Strategy | |
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| Gemba Kaizen | |
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| Gemba and Management | |
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| The House of Gemba | |
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| Standardization | |
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| The Five S (5S) of Good Housekeeping | |
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| Muda Elimination | |
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| The Golden Rules of Gemba Management | |
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| Go to the Gemba First | |
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| Check the Gembutsu | |
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| Take Temporary Countermeasures on the Spot | |
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| Find the Root Cause | |
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| Standardize to Prevent Recurrence | |
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| Application of the Golden Rules | |
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| Quality, Cost, and Delivery at the Gemba | |
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| Quality: More Than Just a Result | |
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| Quality Management at the Gemba | |
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| Cost Reduction at the Gemba | |
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| Improve Quality | |
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| Improving Productivity to Lower Costs | |
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| Reduce Inventory | |
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| Shorten the Production Line | |
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| Reduce Machine Downtime | |
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| Reduce Space | |
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| Reduce Lead Time (Throughput Time) | |
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| Role of the Gemba in Overall Cost Reduction | |
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| Delivery | |
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| Quality Improvement and Cost Reduction Are Compatible | |
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| Standards | |
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| Maintain and Improve Standards | |
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| Operational Standards | |
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| Key Features of Standards | |
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| Toyoda Machine Works | |
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| The Kaizen Story | |
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| The Toyota Business Practice: The Standard Problem-Solving Story at Toyota | |
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| Kaizen and International Quality Standards | |
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| The 5S: The Five Steps of Workplace Organization | |
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| Good Housekeeping in Five Steps | |
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| 5S for the City: Civic Pride in Romania | |
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| A Detailed Look at the Five Steps of 5S | |
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| Seiri (Sort) | |
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| Seiton (Straighten) | |
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| Seiso (Scrub) | |
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| Seiketsu (Systematize) | |
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| Shitsuke (Standardize) | |
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| Introducing 5S | |
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| Muda | |
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| Muda of Overproduction | |
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| Muda of Inventory | |
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| Muda of Defects | |
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| Muda of Motion | |
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| Muda of Processing | |
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| Muda of Waiting | |
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| Muda of Transport | |
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| Muda of Time | |
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| Categorizing Muda in the Service Sector | |
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| Muda, Mura, Muri | |
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| Mura (Variation) | |
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| Muri (Overburden) | |
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| Removing Muda from Public-Sector Organizations | |
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| The Foundation of the House of Gemba | |
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| A Learning Enterprise | |
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| Suggestion System and Quality Circles | |
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| Building Self-Discipline | |
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| Visual Management | |
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| Making Problems Visible | |
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| Staying in Touch with Reality | |
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| Visual Management in the Five Ms (5M) | |
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| Manpower (Operators) | |
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| Machines | |
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| Materials | |
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| Methods | |
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| Measurements | |
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| Visual Management to Manage Complexity | |
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| Visual Management with 5S | |
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| Posting Standards | |
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| Setting Targets | |
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| The Supervisors' Roles in the Gemba | |
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| Training Within Industries | |
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| Managing Input (Manpower, Materials, and Machines) | |
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| A Day in the Life of a Supervisor at Toyota Motor Manufacturing Kentucky | |
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| Morning Market (Asaichi) | |
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| Best-Line Quality-Assurance Certification | |
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| Defining Challenges | |
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| Pseudomanagerial Functions of Supervisors in the Gemba | |
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| Gemba Managers' Roles and Accountability Kaizen at Toyota Astra Motor Company | |
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| Role Manuals at TAM | |
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| TAM Group Leaders' Responsibilities | |
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| TAM Foremen's Responsibilities | |
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| TAM Supervisors' Responsibilities | |
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| Items That Need to Be Managed in the Gemba | |
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| Group Leaders' Daily Schedule of Activities: Examples from the TAM Manual | |
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| Group Leaders' Activities: Production, Cost, and Quality Examples from the TAM Manual | |
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| Foremen's Activities: Cost-Reduction Examples from the TAM Manual | |
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| Supervisors' Activities: Personnel and Training Examples from the TAM Manual | |
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| Section Managers' Roles and Accountabilities: Examples from the TAM Manual | |
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| The Conditions Necessary for Successfully Defining Roles and Accountability at TAM | |
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| Staff Development | |
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| On-the-Job Training | |
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| Formal Classroom Training | |
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| Voluntary Activities | |
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| The Identification of Potential Problems | |
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| Hiyari Reports | |
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| Training in the Anticipation of Problems | |
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| The Benefits of Kaizen at Toyota Astra Motor Company | |
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| From Just-In-Time to Total Flow Management | |
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| Just-In-Time at Aisin Seiki's Anjo Plant | |
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| Takt Time versus Cycle Time | |
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| Push Production versus Pull Production | |
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| Establishing Production Flow | |
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| The Introduction of JIT at Aisin Seiki | |
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| The First Step of Kaizen at Aisin Seiki | |
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| The Second Step of Kaizen at Aisin Seiki | |
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| Spreading the Benefits of JIT to Other Industries | |
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| Total Flow Management | |
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| TFM Transformation in Company A | |
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| Just-In-Time at Wiremold | |
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| The CEO's Role in Kaizen | |
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| Going to the Gemba | |
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| Gemba Kaizen and Overall Corporate Kaizen Two-Day Kaizen | |
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| Checklists as a Kaizen Tool | |
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| Gemba Kaizen Workshops | |
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| Case Studies | |
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| Lessons from a 20-Year Kaizen Journey | |
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| Changing the IT Culture at Achmea | |
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| Daily Kaizen at Tork Ledervin | |
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| Kaizen in Public Spaces: Transforming Rome's Airports | |
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| Sonae MC: The Silent Revolution | |
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| Surpassing Expectations through Kaizen at Embraco | |
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| Kaizen at Oporto Hospital Centre: Making Patient-Centric Care A Reality | |
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| Kaizen Enables Innovation and Customer Intimacy at Densho Engineering | |
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| Kaizen Enables Innovation and Customer Intimacy | |
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| Cutting Red Tape at a Public Utility: Enexis | |
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| People Power: Participation Makes the Difference for Electrical Manufacturer in China | |
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| Rossimoda: Kaizen and Creative Product Development | |
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| Finsa Uses Kaizen to Emerge Stronger from a Crisis | |
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| Innovating with Kaizen at Group Health | |
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| Kaizen Helps Caetano Bus Deliver on Schedule | |
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| Kenyan Flour Producer Uses Kaizen to Increase Capacity, Improve Efficiency | |
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| Kaizen as the Foundation for Innovation at Medlog | |
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| Growing with Kaizen at Supremia | |
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| Exceeding Customer Expectations at Walt Disney World | |
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| Kaizen Experience at Alpargatas | |
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| Transforming a Corporate Culture: Excel's Organization for Employee Empowerment | |
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| Quality in a Medical Context: Inoue Hospital | |
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| The Journey to Kaizen at Leyland Trucks | |
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| Tightening Logistics at Matarazzo | |
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| Stamping Out Muda at Sunclipse | |
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| Housekeeping, Self-Discipline, and Standards: Tokai Shinei Electronics | |
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| Solving Quality Problems in the Gemba: Safety at Tres Cruces | |
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| Glossary | |
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| Index | |
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| Worldwide Contact Information for Kaizen Institute Consulting Group | |