Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition

Höfundur: Masaaki Imai
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Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition

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Efnisyfirlit

  • Cover Page
  • Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition
  • Copyright Page
  • Contents
  • Foreword
  • Preface
  • Acknowledgments
  • About Kaizen Institute
  • Chapter 1 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
  • Chapter 2 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
  • Chapter 3 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
  • Chapter 4 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
  • Chapter 5 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
  • Chapter 6 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
  • Chapter 7 The Foundation of the House of Gemba
    • A Learning Enterprise
    • Suggestion System and Quality Circles
    • Building Self-Discipline
  • Chapter 8 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
  • Chapter 9 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
  • Chapter 10 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
  • Chapter 11 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
  • Chapter 12 Just-In-Time at Wiremold
  • Chapter 13 The CEO’s Role in Kaizen
  • Chapter 14 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
  • Footnotes
    • Chapter 1
    • Chapter 4
    • Chapter 9
    • Chapter 11
    • Chapter 12

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