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Strategic KAIZEN"! : Using Flow, Synchronization, and Leveling [FSL"! Assessment to Measure and Strengthen Operational Performance /
Transform your company's critical operations-and its destiny-through 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 conti...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
McGraw-Hill,
2021.
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| Edición: | 1st edition. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 245 | 1 | 0 | |a Strategic KAIZEN"! : |b Using Flow, Synchronization, and Leveling [FSL"! Assessment to Measure and Strengthen Operational Performance / |c Imai, Masaaki. |
| 250 | |a 1st edition. | ||
| 264 | 1 | |b McGraw-Hill, |c 2021. | |
| 300 | |a 1 online resource (320 pages) | ||
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| 520 | |a Transform your company's critical operations-and its destiny-through 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 improvement-developing an overall strategy for measuring your company's 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"! evaluation-the most effective Lean paradigm available. At the heart of his approach is the concept of flow-ensuring 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 organization-and help lead it to the top of your industry, trade, or business | ||
| 542 | |f Copyright © McGraw-Hill 2021 |g 2021 | ||
| 550 | |a Made available through: Safari, an O'Reilly Media Company. | ||
| 588 | 0 | |a Online resource; Title from title page (viewed June 22, 2021). | |
| 505 | 0 | |a 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 -- Notes -- 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. | |
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| 650 | 0 | |a Total quality management. | |
| 650 | 0 | |a Continuous improvement process. | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Organizational change. | |
| 650 | 6 | |a Qualité totale. | |
| 650 | 6 | |a Amélioration continue. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 7 | |a Continuous improvement process |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 650 | 7 | |a Total quality management |2 fast | |
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