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