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Strategic KAIZEN(TM): Using Flow, Synchronization, and Leveling [FSL(TM)] Assessment to Measure and Strengthen Operational Performance
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Content
- Cover
- Title Page
- Copyright Page
- Contents
- Foreword
- Preface
- My First Kaizen Book
- My Second Kaizen Book
- My Third Kaizen Book
- Taiichi Ohno and Myself
- KAIZENT and FSLT 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
- 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
- Index
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