Foreword |
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xiii | |
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Preface |
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xvii | |
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My First Kaizen Book |
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xvii | |
My Second Kaizen Book |
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xviii | |
My Third Kaizen Book |
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xxi | |
Taiichi Ohno and Myself |
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xxii | |
Kaizen™ and FSL™ Trademarks |
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xxiv | |
Acknowledgments |
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xxv | |
About Kaizen Institute |
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xxix | |
An Introduction on Flow, Synchronization, and Leveling (FSL) |
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xxxi | |
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Chapter 1 Today's Business World |
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1 | (8) |
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Overcapacity of the Production System |
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1 | (1) |
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Meeting Shareholders' Delight Versus Customers' Delight |
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2 | (1) |
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Institutions Providing Awards and Certifications |
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3 | (2) |
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The Achilles' Heel of Modern Capitalism |
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5 | (1) |
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Shareholder Delight Versus Customer Satisfaction |
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5 | (2) |
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Modern Corporate Governance |
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7 | (2) |
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Chapter 2 Traditional Companies Versus Lean Companies |
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9 | (14) |
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How to Turn Traditional Companies into Lean Companies |
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10 | (1) |
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11 | (1) |
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Myth One: Cheaper by the Dozen |
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11 | (1) |
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Myth Two: Production Scheduling Based on Sales Forecast and Inventory |
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11 | (1) |
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Fatal Shortcoming and the Curse of Traditional Operations |
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12 | (2) |
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Excessive Use of Resources |
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12 | (1) |
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Maintaining Good Quality with Operational Variation (BaratsukiJ Control |
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13 | (1) |
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13 | (1) |
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Flexibility to Meet Changing Markets |
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14 | (1) |
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Triple Functions of a Company |
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14 | (1) |
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15 | (1) |
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The Case of Masahiro Sakane in Joint-Venture Factories |
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16 | (2) |
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Mistaken Common Sense Prevails in the Traditional System |
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18 | (1) |
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19 | (4) |
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19 | (1) |
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20 | (1) |
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21 | (2) |
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Chapter 3 The Ceo And The Board |
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23 | (8) |
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24 | (1) |
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Shareholders Versus Stakeholders |
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25 | (1) |
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Corporate Governance in Japan |
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26 | (1) |
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27 | (2) |
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29 | (2) |
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Chapter 4 Shareholders Versus Customers |
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31 | (10) |
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Roger Martin's Two Stories |
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31 | (4) |
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Customer Satisfaction and Lean Strategy |
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35 | (5) |
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Shareholders Versus Stakeholders |
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36 | (1) |
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Sanford M. Jacoby's Observation |
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36 | (1) |
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The Definition of Stakeholder |
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37 | (1) |
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Stakeholder Thinking: The State of the Art? |
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38 | (1) |
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39 | (1) |
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40 | (1) |
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Chapter 5 The Case Of Koa Industry |
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41 | (14) |
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Implementation of the KOA Production System (KPS) |
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45 | (2) |
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Improvement in Physical Distribution and Production Functions in the Gemba |
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47 | (5) |
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Changes in KOA's Production System Under KPS |
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52 | (3) |
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Chapter 6 The Case Of Yokomori Manufacturing Company |
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55 | (10) |
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Consulting for Yokomori Manufacturing Company |
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55 | (3) |
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Two Conditions for Signing the Agreement |
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57 | (1) |
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The Aim of the Consultations: Making a Flow of Operations |
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58 | (1) |
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Introduction of Heijunka and Flow Production |
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58 | (4) |
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59 | (3) |
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Conversion from Job Shop to Flow Shop |
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62 | (3) |
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63 | (2) |
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Chapter 7 Toyota And Ohno |
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65 | (24) |
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Changing from Traditional to Lean Operations |
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65 | (1) |
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How the Toyota Production System (TPS) Was Born |
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66 | (1) |
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It Happened on the Day after Japan's Surrender in the Second World War |
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67 | (2) |
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Multiple Machine Handling |
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69 | (2) |
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71 | (1) |
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Multiple Process Handling |
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72 | (3) |
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Just-in-Time and Kiichiro Toyoda |
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75 | (2) |
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Kiichiro's Experience in the United Kingdom |
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77 | (3) |
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80 | (1) |
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Financial Restructuring Versus Operational Restructuring |
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81 | (1) |
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Ohno's Visit to the United States |
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82 | (2) |
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84 | (2) |
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The Customer-Oriented Approach |
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86 | (3) |
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89 | (6) |
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Youth in the Meiji Restoration Period |
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90 | (1) |
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International Exposition and First Patents |
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91 | (1) |
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Toyoda Automated Weaving Company and Jidoka |
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92 | (2) |
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94 | (1) |
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95 | (6) |
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Financial Restructuring and Operational Restructuring |
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95 | (2) |
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97 | (2) |
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The Reasons Why Top Management Has Failed to Adopt Lean |
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99 | (2) |
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Chapter 10 Mitsutoshi Sato's Case Studies |
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101 | (16) |
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Sato's Case Study (1) Toyota's Miyoshi Plant |
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102 | (5) |
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Sato's Case Study (2) Otowa Seisakusho (Tokai Rika Company) |
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107 | (4) |
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Sato's Case Study (3) Hino Automobile Company |
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111 | (2) |
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Sato's Case Study (4) Toyota Miyoshi Plant |
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113 | (4) |
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Chapter 11 Parts Seikou Company |
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117 | (12) |
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Kaizen Activities at Parts Seiko |
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118 | (1) |
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Using the Plant as Showroom |
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119 | (10) |
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Chapter 12 The Case Of Yazaki Tenryu |
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129 | (8) |
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The Three-Year Project to Build a Flexible Lean System |
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131 | (6) |
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Chapter 13 Komy, The Flexible Mirror Company: The World's Smallest Company With The Biggest Aims |
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137 | (16) |
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139 | (3) |
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Aiming at an Agriculture Enterprise |
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142 | (1) |
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The List of Komy's Customers |
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143 | (1) |
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144 | (1) |
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144 | (3) |
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The Start of the Airline Business |
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147 | (4) |
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151 | (2) |
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153 | (1) |
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154 | (1) |
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154 | (1) |
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Elimination of Muda, Mura, and Muri |
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154 | (1) |
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154 | (1) |
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155 | (1) |
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155 | (1) |
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Entropy on the Shop Floor |
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155 | (1) |
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156 | (1) |
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Making a Smooth, Continual, and Swift Flow |
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156 | (2) |
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Two Types of Material Flows |
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158 | (2) |
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158 | (1) |
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Vertical Flow of Materials in Job-Shop Operations |
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159 | (1) |
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160 | (5) |
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Traditional Flow of Information from Upstream to Downstream |
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160 | (1) |
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Lean Flow of Information from Downstream to Upstream |
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160 | (1) |
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The Flow of Process Layout |
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161 | (1) |
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The Flow of Operators' Body Movement |
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161 | (1) |
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162 | (1) |
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Requirements Before Introducing One-Piece Flow |
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162 | (1) |
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Self-Discipline and Attention to Details in the Gemba |
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163 | (1) |
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164 | (1) |
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164 | (1) |
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Cross-Functional Management |
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165 | (1) |
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Us-Versus-Them Syndrome and Stakeholders |
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166 | (1) |
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Chapter 15 FSL, The New Criteria To Assess A Company's Lean Status |
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167 | (12) |
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168 | (6) |
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168 | (2) |
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Synchronization (Doukika in Japanese) |
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170 | (2) |
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Leveling (Heijunka in Japanese) |
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172 | (2) |
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FSL Assessment and Audit of Lean Operations |
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174 | (1) |
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Assessing the Company's Current FSL Status |
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175 | (1) |
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175 | (3) |
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The Formula to Succeed in Embracing the Lean Strategy |
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178 | (1) |
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Chapter 16 The Flow And Tps |
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179 | (1) |
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180 | (1) |
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181 | (1) |
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Establishing and Maintaining the Heijunka Sequence |
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182 | (1) |
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Pulling Work Through the Production Sequence: Kanban |
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183 | (4) |
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Chapter 17 Fujio Cho's Experience With Taiichi Ohno |
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187 | (6) |
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Cho's Other Learnings from OHNO |
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191 | (2) |
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Chapter 18 Conducting The Fsl Reviews |
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193 | (16) |
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Two Types of Business Operations |
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194 | (1) |
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Comparison Between the Two Systems |
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195 | (2) |
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The Features of Lean Companies |
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197 | (1) |
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Major Activities for Conducting FSL |
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197 | (5) |
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The Checklist for Conducting FSL |
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197 | (2) |
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People-Related Kaizen Tools |
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199 | (1) |
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Benchmarking Figures on the Lean Status |
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200 | (1) |
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Quality-Related Kaizen Tools |
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201 | (1) |
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Equipment-Related Kaizen Tools |
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201 | (1) |
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The Checklist for the Gemba Visit |
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202 | (2) |
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Observation of Operator's Work |
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202 | (1) |
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203 | (1) |
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203 | (1) |
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Checklist to Observe the Flow Status |
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204 | (1) |
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Checklist of Gemba Kaizen Diagnosis |
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204 | (5) |
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204 | (1) |
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205 | (4) |
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Chapter 19 Building The Last Frontier, The Lean Strategy |
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209 | (14) |
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210 | (1) |
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Reasons Why Lean Introduction Has Failed |
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210 | (2) |
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One of the Drawbacks of the Lean Introduction |
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212 | (1) |
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The Lack of Criteria to Assess the Operational System |
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212 | (2) |
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The Importance of the Lean Strategy |
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214 | (9) |
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Inventory Management: The Case of Union Carbide |
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214 | (1) |
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214 | (1) |
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215 | (1) |
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216 | (1) |
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Another Feature of the Lean Strategy |
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217 | (1) |
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217 | (1) |
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Dramatic Subjects for the Top Management |
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218 | (2) |
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Long-Term Journey to Change the Traditional Mindset |
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220 | (1) |
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Accompanying Taiichi Ohno |
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221 | (1) |
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This Is the Day of Reckoning |
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221 | (2) |
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Chapter 20 Selected Sayings Of Taiichi Ohno |
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223 | (8) |
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Sayings from Japanese Sources |
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227 | (4) |
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Chapter 21 Calling For Fsl Assessment |
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231 | (6) |
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Embracing the FSL Strategy |
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233 | (1) |
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Conducting Review of the Production Gemba |
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234 | (1) |
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The Reason for the Third Book |
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234 | (3) |
Afterword |
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237 | (4) |
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Index |
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241 | |