Because Kaizen is usually an event in itself, discussing the meaning and implementation of kaizen in a business setting, this book is both aptly titled as well as targeted. The page book begins with the history of kaizen, laying an impressive foundation and understanding of the roots of kaizen, meandering through about 30 pages discussing and presenting the various elements of kaizen. Only then, after having built out a good understanding of the ins and outs does Mr. Mika then begin to actually get into the initial purpose of the book — to outfit the reader with a strong and useful manual for implementing a kaizen event.
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Kaizen Event Implementation Manual. Geoffrey Mika. Society of Manufacturing Engineers Dearborn, Michigan. All rights reserved, including those of translation.
This book, or parts thereof, may not be reproduced by any means, including photocopying, recording or microfilming, or by any information storage and retrieval system, without permission in writing of the copyright owners. No liability is assumed by the publisher with respect to use of information contained herein. While every precaution has been taken in the preparation of this book, the publisher assumes no responsibility for errors or omissions.
Publication of any data in this book does not constitute a recommendation or endorsement of any patent, propri- etary right, or product that may be involved. Library of Congress Catalog Card Number: International Standard Book Number: Additional copies may be obtained by contacting:. Box Dearborn, Michigan SME staff who participated in producing this book:. Printed in the United States of America. Kaizen is a tool, originally used by Toyota, to foster continuous im- provement within its production system.
It is now used around the world by many companies who have adapted it to suit their individual needs and customs. The main goal of the Kaizen Implementation Manual is to bring. Now in its fifth edition, this manual has seen use in many industries for. It is de- signed to help you understand, or- ganize, plan, and implement your own kaizen event in any setting.
The lean journey down the road to improvement is sometimes bumpy. Other times, it is a super- highway. It is a road that never ends. The journey is never dull or unchallenging. It is exciting, enlight- ening, and most of all, fun! Kaizen presents a chance to do things in ways that are new to many people.
And, it is a chance for everyone to contribute, be recognized, and excel. We are not smart enough to make good deci- sions. Kaizen changes the paradigms of management. Leaders are responsible to solicit contributions and suggestions and implement them while enthusiasm is high and critics have not had time to object. Organization, cleanliness, coop- eration, communication, and train- ing are all intangible assets, which are difficult to measure or quantify, but essential to the success of kaizen.
With the new tools of lean, all answers come from within. Kaizen unlocks the talents and abili- ties of workers and allows decisions to be made at the lowest level in the organization, in the quickest time, by the people who know the situa- tion best. The Toyota Production System forces workers to operate as teams, thus creating a synergy that is absent in most normal work- places.
This energy allows much. In the United States, kaizen usu- ally refers to an event of from three to five days. It is comprised of inten- sive improvement activities directed at specific areas of a business. Its main goals are the implementation of one-piece flow, working to takt time, and devel- opment of a pull system.
A kaizen event is a means to ac- celerate improvements that in- crease worker productivity, helping management find new ways to gain substantial savings in time, space, and labor output. Kaizen is never meant to be the method of getting rid of workers; instead it is a tool of growth Focused on results, kaizen has been shown to collapse lead times, dramatically reduce work in process, and reduce scrap and defects while minimizing the need for capital expenditures.
The results are real, proven, docu- mented, and confirmed! Its mantra is to manufacture only what is needed by the customer, when it is needed, and in the quantities or- dered. The manufacture of these goods is done in a way that mini- mizes the time to deliver the finished goods, the amount of labor, and amount of floor space—while achiev- ing the highest quality at the lowest cost. Time saved is the key measure of cost and efficiency in TPS.
Kaizen seeks to minimize throughput time by eliminating non-value-added ac- tivities. But TPS is more than just a new way to make things in a factory. It must be driven by a new way of thinking, which brings about cul- tural change. Workers are empowered to make changes and have a voice in the de- cision-making process. Flexibility, simplicity and the quest for con- stant improvement become the driving goals in the new lean opera- tion.
TPS Tools. The Toyota Production System changes manufacturing from tradi- tional, large batch, lot processing to product-based, one-at-a-time flow production. In undertaking this transformation, it is the guide by which lean manufacturing is achieved. The Toyota Production System uses many individual tools, including:.
TQM ,. Kaizen uses these tools to model. Cells are representative. The formation of cells creates mini factories-within-a-factory to make complete products. The new shop floor cells use minimum in-process inventory and. Thus most common problems are easily exposed. They are then fixed or minimized and improvements are immediately realized.
When it comes to dealing with change, each business is unique and so is each person. But change is a fact of life, and to gain acceptance, each situation must be adapted to the most suitable condition given the circumstances, which will bring about the best possible result. There is no substitute for common sense and prudent judgment in the imple- mentation of kaizen. This manual.
Table of Contents. One The History of Lean. Two Toyota Production System Training. Three Kaizen Worldwide. Four Introduction to Kaizen Events. Five Leading Kaizen Implementation. Preparing for a Kaizen Event.
Eight After the Event. Beyond Kaizen. Appendix A The Milestones of Lean. Appendix B Glossary of Lean Terms. Appendix D Team Leader Checklists. In , Sakiichi Toyoda, an engi- neer, humbly started out in the textile business. A few years later he devel- oped the first automatic loom, which allowed for tremendous and continued growth in the Toyoda textile business until the beginning of WWII.
Meanwhile, in Detroit, Michigan, Henry Ford had devised the first mov- ing assembly lines. Ford was continu- ously working to reduce the manufac- turing time required to build a car. As a result of improvements, the time was reduced from minutes to 93 min- utes per car by Kiichiro Toyoda visited the Ford Rouge Plant in to view the suc- cessful operation first-hand. There he observed a completely self-contained manufacturing operation. In , Toyota was asked to pro- duce special vehicles for the Japanese government.
To forward this venture into automotive manufacture, Taiichi Ohno was hired in as a product engineer. In , Kiichiro Toyoda was faced with a big decision—whether or not to seriously continue in the automotive manufacturing business.
He remem- bered his visit to the Ford Motor Com- pany. That visit was to influence his decision to continue automotive manu- facture at Toyota. Kiichiro Toyoda re-. The History of Lean. Better ways that did not require vast cash resources would have to be found. After the war, Toyota Motor Company floundered. Because of the collapsed Japanese economy, sales were almost zero, and the company was on the brink of bankruptcy.
Soichiro Honda founded the Honda Motor Company in He was searching for the right combi- nation of theories and processes to grow his company. He too studied all the available information on manu- facturing. It is not known for sure, but speculation has it that there were discussions among Honda, Matsushita, and Toyoda regarding the best way to mass produce.
They discovered that there were some very promising ideas abounding. The strike was settled when Toyota agreed that from then on, no worker would ever lose his job.
A worker had a job for life, and workers agreed to help the company in return by doing what they could to continuously improve operations.
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