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CONTENTS Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii About Kaizen Institute. . . . . . . . . . . . . . . . . . . . . . . . . . . xix CHAPTER 1 An Introduction to Kaizen . . . . . . . . . . . . . . . . . . . . . 1 Major Kaizen Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Kaizen and Management . . . . . . . . . . . . . . . . . . . . . 3 Process versus Result . . . . . . . . . . . . . . . . . . . . . . . . . 4 Following the PDCA/SDCA Cycles . . . . . . . . . . . . . . 4 Putting Quality First . . . . . . . . . . . . . . . . . . . . . . . . . 6 Speak with Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 The Next Process Is the Customer . . . . . . . . . . . . . . . 7 Major Kaizen Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Total Quality Control/Total Quality Management. . 8 The Just- in-Time Production System . . . . . . . . . . . . 8 Total Productive Maintenance . . . . . . . . . . . . . . . . . . 9 Policy Deployment . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 The Suggestion System . . . . . . . . . . . . . . . . . . . . . . . 10 Small -Group Activities . . . . . . . . . . . . . . . . . . . . . . 10 The Ultimate Goal of Kaizen Strategy . . . . . . . . . . . . . . 11 CHAPTER 2 Gemba Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Gemba and Management . . . . . . . . . . . . . . . . . . . . . . . . 14 The House of Gemba . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Standardization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The Five S (5S) of Good Housekeeping . . . . . . . . . . . . . 21 Muda Elimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 The Golden Rules of Gemba Management . . . . . . . . . . 23 Go to the Gemba First . . . . . . . . . . . . . . . . . . . . . . . 24 Check the Gembutsu . . . . . . . . . . . . . . . . . . . . . . . . 28 Take Temporary Countermeasures on the Spot . . . 29 vii
viii | Contents Find the Root Cause . . . . . . . . . . . . . . . . . . . . . . . . . 30 Standardize to Prevent Recurrence . . . . . . . . . . . . . 31 Application of the Golden Rules . . . . . . . . . . . . . . . . . . 33 CHAPTER 3 Quality, Cost, and Delivery at the Gemba. . . . . . . 37 Quality: More Than Just a Result . . . . . . . . . . . . . . . . . . 37 Quality Management at the Gemba . . . . . . . . . . . . . . . . 40 Cost Reduction at the Gemba . . . . . . . . . . . . . . . . . . . . . 44 Improve Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Improving Productivity to Lower Costs . . . . . . . . . . 45 Reduce Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Shorten the Production Line . . . . . . . . . . . . . . . . . . 46 Reduce Machine Downtime . . . . . . . . . . . . . . . . . . 46 Reduce Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Reduce Lead Time (Throughput Time) . . . . . . . . . 47 Role of the Gemba in Overall Cost Reduction . . . . 48 Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Quality Improvement and Cost Reduction Are Compatible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 CHAPTER 4 Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Maintain and Improve Standards . . . . . . . . . . . . . . . . . . 51 Operational Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Key Features of Standards . . . . . . . . . . . . . . . . . . . . . . . . 54 Toyoda Machine Works . . . . . . . . . . . . . . . . . . . . . . . . . . 57 The Kaizen Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 The Toyota Business Practice: The Standard Problem-Solving Story at Toyota . . . . . . . . . . . . . . . . 58 Kaizen and International Quality Standards . . . . . . . . . 61 CHAPTER 5 The 5S: The Five Steps of Workplace Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Good Housekeeping in Five Steps . . . . . . . . . . . . . . . . . 66 5S for the City: Civic Pride in Romania . . . . . . . . . . . . . 67 A Detailed Look at the Five Steps of 5S . . . . . . . . . . . . . 69 Seiri (Sort) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Page 2 and 3: Praise for Gemba Kaizen It’s exci
Page 4 and 5: Gemba Kaizen
Page 6 and 7: Gemba Kaizen A Commonsense Approach
Page 10 and 11: Contents | ix Seiton (Straighten) .
Page 12 and 13: Contents | xi Formal Classroom Trai
Page 14 and 15: PREFACE My two books, Kaizen: The K
Page 16 and 17: ▲ Standardization Preface | xv Ho
Page 18 and 19: ACKNOWLEDGMENTS The first edition o
Page 20 and 21: ABOUT KAIZEN INSTITUTE Founded by M
Page 22 and 23: Gemba Kaizen
Page 24 and 25: CHAPTER ONE An Introduction to Kaiz
Page 26 and 27: Major Kaizen Concepts | 3 ▲ Follo
Page 28 and 29: Act Check Improvement A P C D Figur
Page 30 and 31: Speak with Data Kaizen is a problem
Page 32 and 33: To realize the ideal JIT production
Page 34 and 35: The Ultimate Goal of Kaizen Strateg

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