AN INTRODUCTION TO KAIZEN major Kaizen concepts; major kaizen systems; te ultimate goal of kaizen strategy; GEMBA KAIZEN, Gemba an management; The house of Gemba; Standardization; The five S (55) of good housekeeping; Muda elimination; The golden rules of Gemba management; Application of the golden rules; Quality, cost, and delivery at the Gemba; Quality more than just a result; Quality management at the Gemba; Cost reudction at the Gemba; Delivery; Quality improvement and cost reduction are compatible. STANDARDS Maintain and improve standards; Operationnal standards; Key features of standards; Toyota Machine works; The Kaizen story; The Toyota Business practice: the standard; Kaisen and international quality standards; THE 5S THE FIVE STEPS OF WORKPLACE ORGANIZATION; Good housekeeping in five steps; 5S for the city civic pride in Romania; A detailed look at the five steps of 5S. MUDA. Muda of overproduction; Muda of inventory; Muda of defects; Muda of motion; Muda of processing; Muda of waiting; Muda of transport; Muda of time; Categorizing muda in the service sector; Muda, mura muri; Removing muda from public-sector organizations. THE FOUNDATION OF THE HOUSE OF GEMBA; A learning enterprise; Suggestion system and quality circles; Building self-discipline; VISUAL MANAGEMENT. Making problems visible; Staying in touch with reality; Visual management in the five Ms (5M); Visual management to manage complexity; THE SUPERVISOR`S ROLES IN THE GEMBA; Training within industries; Managing input (manpower, materials, and machines); A day in the life of a supervisor at Toyota motor manufacturing kentucky; Morning market (Asaichi); Best-line quality-assurance certification; Defining challlenges; Pseudomanagerial fuctions of supervisors in the Gemba. GEMBA MANAGER`S ROLES AND ACCOUNTABILITY Role manuals at TAM; The condicions necessary for sucessfully defining; roles and accountability at TAM; Staff development; The identification of potencial problems; The benefits of Kaizen a Toyota Astra; FROM JUST-IN TIME TO TOTAL FLOW MANAGEMENT; Just in time at aisin Seiki`s anjo plant; Takt time versus Cycle time; Push production versus pull production; Establishing production flow; The introduction of JIT at Aisin Seiki; Spreading the benefits of JIT to other industries; JUST-IN TIME AT WIREMOLD; THE CEO´S ROLE IN KAIZEN; GOING TO THE GEMBA; Two day Kaisen, Checklists as a Kaizen Tool

Imai, Masaaki 2012 2012