Strategic Kaizen: Using Flow, Synchronization, and Leveling [FSTLM] Assessment to Measure and Strengthen Operational Performance

Masaaki Imai

Informasi Dasar

358 kali
21.21.2599
658.5
Buku - Elektronik (E-Book)
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This book completes the trilogy of kaizen on corporate strategies.

In the first book, Kaizen: The Key to Japan’s Competitive Success (published in 1986), I introduced the unique Japanese concept of the term kaizen, which means “change for the better” in English, for the first time in the world and advised that kaizen is crucial in understanding unique Japanese management practices compared with traditional approaches used elsewhere.

As Kaizen Institute gained the client base in various countries to help its operations, my second Kaizen book, Gemba Kaizen: A Commonsense LowCost Approach to Management (published in 1997, revised in 2012), was published. Companies were inviting me to speak at board meetings, various seminars, and corporate events. I was still feeling the strong need to show how management can lead better and fully utilize the benefit of kaizen.

In this book, Strategic KAIZEN™: Using Flow, Synchronization, and Leveling (FSL™) Assessment to Measure and Strengthen Operational Performance, the flow concept is adopted as one of the highest pillars of the lean production system. Under the flow concept, the work sequence is designed so that each workpiece flows between processes without interruption and stagnation. The last chapter of this book involves the key subjects of kaizen, gemba, customers, and top management’s indomitable decision-making to cast away the traditional management system and arrive at the last and the highest mission of the lean company.

Subjek

MANAGEMENT PRODUCTION
STRATEGIC,

Katalog

Strategic Kaizen: Using Flow, Synchronization, and Leveling [FSTLM] Assessment to Measure and Strengthen Operational Performance
978-1-26-014384-3
259p.; pdf file.; 2 MB
English

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Pengarang

Masaaki Imai
Perorangan
 
 

Penerbit

McGraw Hill
New York
2021

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