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• Cover Page
• Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition
• Copyright Page
• Contents
• Foreword
• Preface
• Acknowledgments
• About Kaizen Institute
• Chapter 1 An Introduction to Kaizen
• Major Kaizen Concepts
• Kaizen and Management
• Process versus Result
• Following the PDCA/SDCA Cycles
• Putting Quality First
• Speak with Data
• The Next Process Is the Customer
• Major Kaizen Systems
• Total Quality Control/Total Quality Management
• The Just-in-Time Production System
• Total Productive Maintenance
• Policy Deployment
• The Suggestion System
• Small-Group Activities
• The Ultimate Goal of Kaizen Strategy
• Chapter 2 Gemba Kaizen
• Gemba and Management
• The House of Gemba
• Standardization
• The Five S (5S) of Good Housekeeping
• Muda Elimination
• The Golden Rules of Gemba Management
• Go to the Gemba First
• Check the Gembutsu
• Take Temporary Countermeasures on the Spot
• Find the Root Cause
• Standardize to Prevent Recurrence
• Application of the Golden Rules
• Chapter 3 Quality, Cost, and Delivery at the Gemba
• Quality: More Than Just a Result
• Quality Management at the Gemba
• Cost Reduction at the Gemba
• Improve Quality
• Improving Productivity to Lower Costs
• Reduce Inventory
• Shorten the Production Line
• Reduce Machine Downtime
• Reduce Space
• Reduce Lead Time (Throughput Time)
• Role of the Gemba in Overall Cost Reduction
• Delivery
• Quality Improvement and Cost Reduction Are Compatible
• Chapter 4 Standards
• Maintain and Improve Standards
• Operational Standards
• Key Features of Standards
• Toyoda Machine Works
• The Kaizen Story
• The Toyota Business Practice: The Standard Problem-Solving Story at Toyota
• Kaizen and International Quality Standards
• Chapter 5 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
• Seiri (Sort)
• Seiton (Straighten)
• Seiso (Scrub)
• Seiketsu (Systematize)
• Shitsuke (Standardize)
• Introducing 5S
• Chapter 6 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
• Mura (Variation)
• Muri (Overburden)
• Removing Muda from Public-Sector Organizations
• Chapter 7 The Foundation of the House of Gemba
• A Learning Enterprise
• Suggestion System and Quality Circles
• Building Self-Discipline
• Chapter 8 Visual Management
• Making Problems Visible
• Staying in Touch with Reality
• Visual Management in the Five Ms (5M)
• Manpower (Operators)
• Machines
• Materials
• Methods
• Measurements
• Visual Management to Manage Complexity
• Visual Management with 5S
• Posting Standards
• Setting Targets
• Chapter 9 The Supervisors’ 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 Challenges
• Pseudomanagerial Functions of Supervisors in the Gemba
• Chapter 10 Gemba Managers’ Roles and Accountability Kaizen at Toyota Astra Motor Company
• Role Manuals at TAM
• TAM Group Leaders’ Responsibilities
• TAM Foremen’s Responsibilities
• TAM Supervisors’ Responsibilities
• Items That Need to Be Managed in the Gemba
• Group Leaders’ Daily Schedule of Activities: Examples from the TAM Manual
• Group Leaders’ Activities: Production, Cost, and Quality Examples from the TAM Manual
• Foremen’s Activities: Cost-Reduction Examples from the TAM Manual.
• Supervisors’ Activities: Personnel and Training Examples from the TAM Manual
• Section Managers’ Roles and Accountabilities: Examples from the TAM Manual
• The Conditions Necessary for Successfully Defining Roles and Accountability at TAM
• Staff Development
• On-the-Job Training
• Formal Classroom Training
• Voluntary Activities
• The Identification of Potential Problems
• Hiyari Reports
• Training in the Anticipation of Problems
• The Benefits of Kaizen at Toyota Astra Motor Company
• Chapter 11 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
• The First Step of Kaizen at Aisin Seiki
• The Second Step of Kaizen at Aisin Seiki
• Spreading the Benefits of JIT to Other Industries
• Total Flow Management
• TFM Transformation in Company A
• Chapter 12 Just-In-Time at Wiremold
• Chapter 13 The CEO’s Role in Kaizen
• Chapter 14 Going to the Gemba Gemba Kaizen and Overall Corporate Kaizen
• Two-Day Kaizen
• Checklists as a Kaizen Tool
• Gemba Kaizen Workshops
• Case Studies
• Lessons from a 20-Year Kaizen Journey
• Changing the IT Culture at Achmea
• Daily Kaizen at Tork Ledervin
• Kaizen in Public Spaces: Transforming Rome’s Airports
• Sonae MC: The Silent Revolution
• Surpassing Expectations through Kaizen at Embraco
• Kaizen at Oporto Hospital Centre: Making Patient-Centric Care A Reality
• Kaizen Enables Innovation and Customer Intimacy at Densho Engineering
• Kaizen Enables Innovation and Customer Intimacy
• Cutting Red Tape at a Public Utility: Enexis
• People Power: Participation Makes the Difference for Electrical Manufacturer in China
• Rossimoda: Kaizen and Creative Product Development
• Finsa Uses Kaizen to Emerge Stronger from a Crisis
• Innovating with Kaizen at Group Health
• Kaizen Helps Caetano Bus Deliver on Schedule
• Kenyan Flour Producer Uses Kaizen to Increase Capacity, Improve Efficiency
• Kaizen as the Foundation for Innovation at Medlog
• Growing with Kaizen at Supremia
• Exceeding Customer Expectations at Walt Disney World
• Kaizen Experience at Alpargatas
• Transforming a Corporate Culture: Excel’s Organization for Employee Empowerment
• Quality in a Medical Context: Inoue Hospital
• The Journey to Kaizen at Leyland Trucks
• Tightening Logistics at Matarazzo
• Stamping Out Muda at Sunclipse
• Housekeeping, Self-Discipline, and Standards: Tokai Shinei Electronics
• Solving Quality Problems in the Gemba: Safety at Tres Cruces
• Glossary
• Index
• Worldwide Contact Information for Kaizen Institute Consulting Group
• Footnotes
• Chapter 1
• Chapter 4
• Chapter 9
• Chapter 11
• Chapter 12