Authors: Masaaki Imai
ISBN-13: 9780070314467, ISBN-10: 0070314462
Format: Hardcover
Publisher: McGraw-Hill Companies, The
Date Published: March 1997
Edition: (Non-applicable)
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
When it comes to making your business more profitable and successful, don't look to re-engineering for answers. A better way is to apply the concept of kaizen, which mean making simple, common-sense improvements and refinements to critical business processes.The result: greater productivity, quality, and profits achieved with minimal cost, time, and effort invested. In this book, you discover how to maximize the results of kaizen by applying it to gembabusiness processes involved in the manufacture of products and the rendering of servicesthe areas of your business where, as the author puts it, the "real action" takes place.
Rarely can an author take credit for changing the way business works, but Imai did just that in 1986, in his native Japan, when he wrote Kaizen (Japanese for "continuous, incremental improvement"). As a result of that book, thousands of businesses made incremental improvement a daily goal. Here, in this straightforward sequel, Imai shows exactly how kaizen should be implemented. The starting point, he argues, is at the gemba ("the place where the real work is done"). The gemba could be the assembly line in a manufacturing plant, or, at a service company, where employees interact with customers. Wherever it is, though, it is definitely not behind a manager's desk. Imai identifies the three major steps in implementing kaizen at the gemba: pay attention to housekeeping (keeping only your necessary tools nearby); eliminate waste (everything from overproduction to defective quality); and standardize (make sure the improvements in the first two steps are carried on indefinitely). The roles for line workers, managers and chief executives are also detailed here, as are numerous case studies that help bring this thought-provoking book to life. (May)
Foreword | ||
Preface | ||
Acknowledgments | ||
Glossary | ||
Ch. 1 | An Introduction to Kaizen | 1 |
Ch. 2 | Gemba Kaizen | 13 |
Ch. 3 | How to Manage Quality, Cost, and Delivery in Gemba | 37 |
Ch. 4 | Standards | 51 |
Ch. 5 | The 5 S's: The Five Steps of Housekeeping | 63 |
Ch. 6 | Muda | 75 |
Ch. 7 | The Foundation of The House of Gemba | 87 |
Ch. 8 | Visual Management | 95 |
Ch. 9 | Supervisors' Roles in Gemba | 105 |
Ch. 10 | Gemba Managers' Roles and Accountability: Kaizen at Toyota Astra Motor Company | 125 |
Ch. 11 | Just-in-Time: The Ultimate Production System | 145 |
Ch. 12 | Just-in-Time at Wiremold | 159 |
Ch. 13 | Going to Gemba: Two-Day Gemba Kaizen and Overall Corporate Kaizen | 171 |
Case Studies | 185 | |
MK Electronics Company | 185 | |
Exceeding Customer Expectations at Walt Disney World | 189 | |
"The Press Came Down Twice!": 5S and Safety at a Press Shop | 195 | |
Housekeeping, Self-Discipline, and Standards: Tokai Shin-Ei Electronics | 199 | |
The Answer was in the Files: Gemba Kaizen in R&D | 209 | |
How 5S at a Die Plant Eliminated the Need to Relocate | 211 | |
Cleanliness is Key at Daiwa Jitsugyo | 215 | |
Stamping Out Muda at Sunclipse | 219 | |
Transforming a Corporate Culture: Excel's Organization for Employee Empowerment | 227 | |
The Journey to Kaizen at Leyland Trucks | 237 | |
Always Learning at Lobro | 249 | |
Adapting to Market Changes: Siemens Oostkamp | 257 | |
Solving Quality Problems in Gemba: Safety at Tres Cruces | 263 | |
Quality in a Medical Context: Inoue Hospital | 273 | |
Tightening Logistics at Matarazzo | 281 | |
Kaizen Experience at Alpargatas | 285 | |
Keeping an Eye on the Data: Infotec | 295 | |
Support from Top Management: Fidelity Investments | 301 | |
A Focus on Training: Kaizen at Lucas Automotive | 313 | |
Kaizen at an Insurance Company: La Buenos Aires | 323 | |
Kaizen at "Company A" in Europe | 331 | |
Index | 343 |