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E-grāmata: Strategic KAIZEN(TM): Using Flow, Synchronization, and Leveling [ FSL(TM)] Assessment to Measure and Strengthen Operational Performance

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  • Formāts: 320 pages
  • Izdošanas datums: 22-Jun-2021
  • Izdevniecība: McGraw-Hill Education
  • Valoda: eng
  • ISBN-13: 9781260143843
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  • Formāts: 320 pages
  • Izdošanas datums: 22-Jun-2021
  • Izdevniecība: McGraw-Hill Education
  • Valoda: eng
  • ISBN-13: 9781260143843
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Transform your companys critical operationsand its destinythrough a powerful kaizen-focused strategy designed for 21st century efficiency

A pioneer of the operational excellence movement that continues to transform businesses across the world, Masaaki Imai takes you to the next step of continuous improvementdeveloping an overall strategy for measuring your companys operational performance and improving processes in ways that boost efficiency and gain competitiveness. 

In Strategic KAIZEN, Imai walks you through the process of shifting your focus from volume and speed to his revolutionary Flow, Synchronization, and Leveling (FSL) evaluationthe most effective Lean paradigm available. At the heart of his approach is the concept of flowensuring that each work piece flows between processes without interruption and stagnation. This game-changing guide teaches you:







The critical importance of assessing corporate performance from both the financial and operational standpoints How to identify basic structures of the ideal production and operating systems Proven ways of implementing FSL to establish where improvements are most needed and build a strategy that takes you to new heights of corporate performance

Certain to be another instant classic from Masaaki Imai, Strategic KAIZEN provides an abundance of case studies from companies that have successfully implemented FSL and tangible know-how to improve FSL status to achieve a lean summit.

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