Beyond Strategic Kaizen : Performing Synchronous Profitable Operations /

Currently, the challenge for manufacturing organizations is how to achieve their expected profit by continuously improving productivity or reducing costs. Manufacturing organizations have been using different improvement approaches to achieving cost reduction and productivity improvement for years b...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Posteuca, Alin (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, NY : Routledge, 2023.
Temas:
Continuous improvement process.
BUSINESS & ECONOMICS / Production & Operations Management
BUSINESS & ECONOMICS / Management Science
BUSINESS & ECONOMICS / Strategic Planning
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • Preface
  • Introduction
  • About the Author
  • List of Abbreviations
  • Part I Strategic Improvement for Profitability and Productivity
  • Chapter 1 Changing the Strategic Approach of Systematic Improvements
  • 1.1 Strategic Productivity Improvement Dilemma
  • 1.2 Is Conventional Strategic Kaizen Really Effective Enough in World Competition?
  • 1.3 The Continuous Strategic High Productivity Improvement
  • 1.3.1 Estrangement Results between Company Health and Just Synchronous Operations
  • 1.3.2 Changing from Synchronous Operations to Synchronous Profitable Operations
  • 1.3.3 Synchronous Profitable Operations Should be Continuously Enhanced
  • 1.3.4 The Crucial Role of Strategic Productivity Improvement
  • 1.4 The Potential for Profitability Increases Based on Productivity
  • 1.5 Targeting the Strategic High Productivity Improvement
  • 1.6 The New Approach to Strategic Systematic Improvements
  • 1.7 The Strategic Kaizen for Synchronous Profitable Operations
  • 1.7.1 The Concept
  • 1.7.2 The Basic Image
  • 1.7.3 The Seven Basic Processes
  • 1.7.4 Five Problems Targeted to Be Solved
  • 1.8 Conclusion
  • References
  • Chapter 2 Current Condition, Basic Policy, and Strategy
  • 2.1 Studying the Impact of Current Strategies on Operations and Lowering Costs
  • 2.2 Deep Understanding of the Company's Key External Factors
  • 2.3 Internal Strategic Capabilities
  • 2.4 Current Business Performance Against Expectations
  • 2.4.1 Operational and Financial Performance
  • 2.4.2 Current Level of Synchronous Profitable Operations
  • 2.5 The Basic Policy Framework for Strategic Kaizen
  • 2.5.1 At the Cutting Edge: Identifying Strategic Drivers
  • 2.5.2 Two Productivity Improvement Scenarios
  • 2.5.3 The Strategic Intent of Each Strategic Drivers
  • 2.6 Winning Key Strategies
  • 2.6.1 Systematic Productivity Improvement Strategies for the Sales Increase Scenario
  • 2.6.2 Systematic Productivity Improvement Strategies for the Sales Decrease Scenario
  • 2.7 Tracking Strategy Through Strategic Key Performance Indicators
  • 2.7.1 Key Performance Indicators at the Strategic Level
  • 2.7.2 Stratifying Strategic Key Performance Indicators
  • 2.8 Conclusion
  • References
  • Part II Strategic Kaizen Methodology
  • Chapter 3 Continuous Measurement and Interpretation
  • 3.1 Overview
  • 3.1.1 The Stake: KAIZENshiro Setting
  • 3.1.2 The Main Purpose: From KAIZENshiro to Identifying Must-Win Strategic Kaizen
  • 3.2 First Process: Studying the Potential for Strategic Systematic Improvement Point
  • 3.2.1 Flow Structuring and Standardization
  • 3.2.1.1 Target Products
  • 3.2.1.2 Areas, Modules, Processes, and Operations
  • 3.2.1.3 Costs: Structuring and Extreme Standardization for Extreme Improvement
  • 3.2.2 Deep Understanding of the Flow Synchronization and Standardization
  • 3.2.2.1 Lead Time
  • 3.2.2.2 Takt Time Synchronization: Bottleneck
  • 3.2.2.3 Buffer Size

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