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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