Strategic Kaizen(tm) Using Flow, Synchronization, and Leveling [Fsl(tm)] Assessment to Measure and Strengthen Operational Performance 1st edition by Masaaki Imai 1260143843 9781260143843

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ISBN-10 :  1260143843 

ISBN-13 :  9781260143843

Author: Masaaki Imai 

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.

Strategic Kaizen(tm) Using Flow, Synchronization, and Leveling [Fsl(tm)] Assessment to Measure and Strengthen Operational Performance 1st Table of contents:

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
Myth One: Cheaper by the Dozen
Myth Two: Production Scheduling Based on Sales Forecast and Inventory
Fatal Shortcoming and the Curse of Traditional Operations
Excessive Use of Resources
Maintaining Good Quality with Operational Variation (Baratsuki) Control
Quality and Cost
Flexibility to Meet Changing Markets
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
Standardization
5S: Good Housekeeping
Muda Elimination
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
Shareholders Versus Stakeholders
Sanford M. Jacoby’s Observation
The Definition of Stakeholder
Stakeholder Thinking: The State of the Art?
My Answer
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
Two Conditions for Signing the Agreement
The Aim of the Consultations: Making a Flow of Operations
Introduction of Heijunka and Flow Production
Leveling
Conversion from Job Shop to Flow Shop
5S and Visual Management
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
Minimum Use of Time
Elimination of Muda, Mura, and Muri
Quality Improvement
Behavioral Change
Cultural Change
Entropy on the Shop Floor
Manager’s Responsibility
Making a Smooth, Continual, and Swift Flow
Two Types of Material Flows
The Horizontal Flow
Vertical Flow of Materials in Job-Shop Operations
The Information Flow
Traditional Flow of Information from Upstream to Downstream
Lean Flow of Information from Downstream to Upstream
The Flow of Process Layout
The Flow of Operators’ Body Movement
One-Piece Flow
Requirements Before Introducing One-Piece Flow
Self-Discipline and Attention to Details in the Gemba
Employ Minimum Resources
Inventory
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
Flow
Synchronization (Doukika in Japanese)
Leveling (Heijunka in Japanese)
FSL Assessment and Audit of Lean Operations
Assessing the Company’s Current FSL Status
The Role of the CEO
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 Conducting FSL
People-Related Kaizen Tools
Benchmarking Figures on the Lean Status
Quality-Related Kaizen Tools
Equipment-Related Kaizen Tools
The Checklist for the Gemba Visit
Observation of Operator’s Work
Observation of 5S
Visual Management
Checklist to Observe the Flow Status
Checklist of Gemba Kaizen Diagnosis
Management Tasks
Tools in Building FSL
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
Inventory Management: The Case of Union Carbide
Nipponzaka Tunnel
Triple Calamities
Inventory
Another Feature of the Lean Strategy
Learning by Doing
Dramatic Subjects for the Top Management
Long-Term Journey to Change the Traditional Mindset
Accompanying Taiichi Ohno
This Is the Day of Reckoning
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

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