B00885rmri Ebok by Imai, Masaaki -- Read -- Imperial Library of Trantor

Index

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

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

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

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