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.