Strategic KAIZEN? : Using Flow, Synchronization, and Leveling [FSL?] Assessment to Measure and Strengthen Operational Performance / Masaaki Imai.

Format:

• Book

Author/Creator:

• Imai, Masaaki, author.

Series:

• McGraw-Hill's AccessEngineeringLibrary.
• McGraw-Hill's AccessEngineeringLibrary

Language:

English

Subjects (All):

• Total quality management.
• Continuous improvement process.
• Organizational effectiveness.

Genre:

• Electronic books.

Physical Description:

1 online resource

Edition:

First edition.

Place of Publication:

New York, N.Y. : McGraw Hill LLC, [2021]

Language Note:

In English.

Contents:

• Cover
• Title Page
• Copyright Page
• Contents
• Foreword
• Preface
• My First Kaizen Book
• My Second Kaizen Book
• My Third Kaizen Book
• Taiichi Ohno and Myself
• KAIZEN? and FSL? Trademarks
• Acknowledgments
• About Kaizen Institute
• An Introduction on Flow, Synchronization, and Leveling (FSL)
• CHAPTER 1 TODAY?S BUSINESS WORLD
• Overcapacity of the Production System
• Meeting Shareholders? Delight Versus Customers? Delight
• Institutions Providing Awards and Certifications
• The Achilles? Heel of Modern Capitalism
• Shareholder Delight Versus Customer Satisfaction
• Modern Corporate Governance
• CHAPTER 2 TRADITIONAL COMPANIES VERSUS LEAN?COMPANIES
• How to Turn Traditional Companies into Lean?Companies
• The Traditional Approach
• Fatal Shortcoming and the Curse of Traditional Operations
• Triple Functions of a Company
• New Product Development
• The Case of Masahiro Sakane in Joint-Venture Factories
• Mistaken Common Sense Prevails in the Traditional System
• Ideal Gemba Operations
• CHAPTER 3 THE CEO AND THE BOARD
• Fixing the Game
• Shareholders Versus Stakeholders
• Corporate Governance in Japan
• Sumitomo Case
• Notes
• CHAPTER 4 SHAREHOLDERS VERSUS CUSTOMERS
• Roger Martin?s Two Stories
• Customer Satisfaction and Lean Strategy
• CHAPTER 5 THE CASE OF KOA INDUSTRY
• Implementation of the KOA Production System (KPS)
• Improvement in Physical Distribution and Production Functions in the Gemba
• Changes in KOA?s Production System Under KPS
• CHAPTER 6 THE CASE OF YOKOMORI MANUFACTURING COMPANY
• Consulting for Yokomori Manufacturing Company
• Introduction of Heijunka and Flow Production
• Conversion from Job Shop to Flow Shop
• CHAPTER 7 TOYOTA AND OHNO
• Changing from Traditional to Lean Operations
• How the Toyota Production System (TPS) Was Born
• It Happened on the Day after Japan?s Surrender in the Second World War
• Multiple Machine Handling
• Recessions
• Multiple Process Handling
• Just-in-Time and Kiichiro Toyoda
• Kiichiro?s Experience in the United Kingdom
• The Supermarket Approach
• Financial Restructuring Versus Operational Restructuring
• Ohno?s Visit to the United States
• Standard Work
• The Customer-Oriented Approach
• CHAPTER 8 SAKICHI TOYODA
• Youth in the Meiji Restoration Period
• International Exposition and First Patents
• Toyoda Automated Weaving Company and Jidoka
• Sakichi Toyoda?s Legacy
• CHAPTER 9 THE GM STORY
• Financial Restructuring and Operational Restructuring
• Restructuring Process
• The Reasons Why Top Management Has Failed to Adopt Lean
• CHAPTER 10 MITSUTOSHI SATO?S CASE STUDIES
• Sato?s Case Study (1) Toyota?s Miyoshi Plant
• Sato?s Case Study (2) Otowa Seisakusho (Tokai Rika Company)
• Sato?s Case Study (3) Hino Automobile Company
• Sato?s Case Study (4) Toyota Miyoshi Plant
• CHAPTER 11 PARTS SEIKOU COMPANY
• Kaizen Activities at Parts Seiko
• Using the Plant as Showroom
• CHAPTER 12 THE CASE OF YAZAKI TENRYU
• The Three-Year Project to Build a Flexible?Lean System
• CHAPTER 13 KOMY, THE FLEXIBLE MIRROR COMPANY: THE WORLD?S SMALLEST COMPANY WITH THE BIGGEST AIMS
• Komy Mirror
• Aiming at an Agriculture Enterprise
• The List of Komy?s Customers
• Komy?s Philosophy
• The New Encounter
• The Start of the Airline Business
• The Rest Is History
• CHAPTER 14 THE FLOW
• The Benefit of the Flow
• Entropy on the Shop Floor
• Manager?s Responsibility
• Making a Smooth, Continual, and Swift Flow
• Two Types of Material Flows
• The Information Flow
• Cross-Functional Management
• Us-Versus-Them Syndrome and Stakeholders
• CHAPTER 15 FSL, THE NEW CRITERIA TO ASSESS A COMPANY?S LEAN STATUS
• FSL Assessment and Audit
• FSL Assessment and Audit of Lean Operations
• The Formula to Succeed in Embracing the Lean?Strategy
• CHAPTER 16 THE FLOW AND TPS
• The Essence of TPS
• Leveling (Heijunka)
• Establishing and Maintaining the Heijunka?Sequence
• Pulling Work Through the Production Sequence: Kanban
• CHAPTER 17 FUJIO CHO?S EXPERIENCE WITH TAIICHI OHNO
• Cho?s Other Learnings from OHNO
• CHAPTER 18 CONDUCTING THE FSL REVIEWS
• Two Types of Business Operations
• Comparison Between the Two Systems
• The Features of Lean Companies
• Major Activities for Conducting FSL
• The Checklist for the Gemba Visit
• Checklist of Gemba Kaizen Diagnosis
• CHAPTER 19 BUILDING THE LAST FRONTIER, THE LEAN STRATEGY
• The Contrast
• Reasons Why Lean Introduction Has Failed
• One of the Drawbacks of the Lean Introduction
• The Lack of Criteria to Assess the Operational System
• The Importance of the Lean Strategy
• CHAPTER 20 SELECTED SAYINGS OF TAIICHI OHNO
• Sayings from Japanese Sources
• CHAPTER 21 CALLING FOR FSL?ASSESSMENT
• Embracing the FSL Strategy
• Conducting Review of the Production Gemba
• The Reason for the Third Book
• Afterword by Euclides Coimbra
• Index.

Notes:

• Includes bibliographical references and index.
• Electronic reproduction. New York, N.Y. : McGraw Hill, 2021. Mode of access: World Wide Web. System requirements: Web browser. Access may be restricted to users at subscribing institutions.
• Description based on e-Publication PDF.

Other Format:

Print version: Strategic KAIZEN?: Using Flow, Synchronization, and Leveling [FSL?] Assessment to Measure and Strengthen Operational Performance.

ISBN:

• 9781260143843 (e-ISBN)
• 1260143848 (e-ISBN)

OCLC:

1204265068

Access Restriction:

Restricted for use by site license.