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The Resource Progressive Kaizen : the key to gaining a global competitive advantage, John W. Davis

Progressive Kaizen : the key to gaining a global competitive advantage, John W. Davis

Label
Progressive Kaizen : the key to gaining a global competitive advantage
Title
Progressive Kaizen
Title remainder
the key to gaining a global competitive advantage
Statement of responsibility
John W. Davis
Creator
Subject
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorDate
1938-
http://library.link/vocab/creatorName
Davis, John W.
Illustrations
illustrations
Index
index present
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/subjectName
  • Lean manufacturing
  • Production management
  • Industrial management
Label
Progressive Kaizen : the key to gaining a global competitive advantage, John W. Davis
Instantiates
Publication
Bibliography note
Includes bibliographical references (p. 175) and index
Contents
1. Examining the Basics of an Effective Kaizen Process -- Matter of "Misguided Pragmatism" -- Two Major Do's and Don'ts of Kaizen -- Evaluating and Rating a Company's Kaizen Efforts -- Developing a Formal Schedule for Kaizen -- Assigning a Qualified Full-Time Lean/Kaizen Coordinator -- Establishing a Formal Budget for Kaizen -- Number and Type of Kaizen Events Conducted -- Scope of Kaizen Training -- Overview of Various Types of Kaizen -- Progressive Kaizen Initiative -- Precisely What the Term "Event" Means -- Purpose and Scope of Progressive Kaizen Effort -- Ensuring Planned Changes Are Carried Out to the Fullest -- Production Manager's Role in a Kaizen Event -- Key Summary Points -- Elevating the Use and Effectiveness of Kaizen -- The Four Types of Progressive Kaizen -- Developing a Master Plan for Kaizen -- Developing a Formal Budget for Kaizen -- Applied Purpose of a Kaizen Event -- Progressive Kaizen Initiative -- 2. Addressing Key Roles and Supporting Tactics -- Clearing the Five-Inch Hazard -- Taking a Close Look at the Distribution of Change -- Plant Manager's Role in Lean -- Characteristics of Lean-Oriented Plant Managers -- Lean Coordinator -- Maintenance Manager -- F Alliance -- Lean-Oriented Company President -- Shop Floor Supervisor's Role in Kaizen -- Special Consideration of "Owner-Operators" -- Value of Inserting a WRAP Initiative -- Tactics for Getting the Best Results Out of Kaizen -- How to Use the Step Charts -- Key Summary Points -- 3. Avoiding the Typical Pitfalls -- Allowing Outside Assistance to Cloud a Path to Success -- Misstep of Excluding Office Functions -- A Special Word about Lean and a Company's Financial Arm -- Allowing Kaizen Accomplishments to Deteriorate -- Failure to Communicate the Full Extent and Scope of Kaizen -- Failure to Effectively Utilize the Production Engineering Function -- Failure to Restructure the Stated Objectives of Key Players -- Production Manager's Stated Objectives -- Shop Floor Supervisor's Stated Objectives -- Production Engineer's Stated Objectives -- Error of Putting Lean in a Stand-By Mode -- First -- Second -- The Do's and Don'ts Associated with Kaizen -- Definite Do's -- Definite Don'ts -- Preferable Do's -- Preferable Don'ts -- Simple Exercise for Getting the Most Out of Any Kaizen Effort -- Key Summary Points -- Staying Focused -- Avoiding Slippage -- Putting Lean Duties in Writing -- Various Versions of a Process -- Removing Problems and Enhancing Individual Performance -- Vital Role of Production Engineering -- 4. Where to Start and How to Proceed -- Thinking Outside the Box -- Sum of the Added Cost and Payback of Lean -- Progressive Kaizen Tool Box -- Advantages of Labeling Kaizen Activity "Waste Reduction" -- Value of Putting the First "Pull Zone" in Final Assembly -- Sticking to the Plan and Avoiding Disruptions -- Conducting the Factory's First High-Impact Kaizen Event -- Basic Event Objectives -- Participation of the Production Manager -- Participation of Shop Floor Supervisors -- Participation of a Key Maintenance Representative -- Participation of Key Production Associates -- Participation of the Production Engineering Manager and Staff -- Participation of Salaried Employees Detached from Production -- Participation of Local Union Officials -- Preparatory, Wrap-Up, and Follow-Up Aspects of a High-Impact Kaizen Event -- Basic Structure and Steps Involved in Conducting a High-Impact Kaizen Event -- Getting the Most Out of Training and Implementation Kaizen -- Modifying the Rules for the Purchase of New Equipment -- Planned Frequency of Training and Implementation Kaizen Events -- Driving the Use of Problem Resolution Kaizen -- Applying the Science of 5-W -- How to Conduct a Problem Resolution Event -- Essential Tools Utilized in a Problem Resolution Event -- Keeping the Principles of Uninterrupted Flow and Workplace Organization in Mind -- Understanding the Role and Scope of Sustaining Kaizen -- Implementing a WRAP Initiative -- When to Start a WRAP Initiative -- Planning Phase Considerations -- Typical Hurdles to Clear -- Summary Overview of the Process -- Communicating and Tracking Results -- Training First-Line Supervisors -- Key Summary Points -- 5. Other Key Facets of Getting the Most Out of Kaizen -- Advancing the Role of Owner-Operator to "Lean Equipment Specialist" -- Where LE Specialists Should Be Considered -- Pay Structure for a Lean Equipment Specialist Classification -- Percentage of Workforce Holding the Classification -- Lean Equipment Apprentice Training -- Conducting an Annual Structured Lean Audit -- Sharing the Results of the Audit with the Workforce -- Building in Essential Visual Controls -- Constructing a Master Kaizen Plan -- Vendor Certification -- Ten Commandments of a Fully Supportive Maintenance Function -- Briefly Addressing the Cost and Payback of Lean Again -- Ten Most Important Factors to Keep in Mind -- Phase One Setting the Stage -- Factor one Learning to Trust the Process -- For the Plant Manager -- For the Lean Coordinator -- For the Production Manager -- For the Shop Floor Supervisor -- For the Production Engineer -- Factor two Assigning Appropriate Talent -- A Bit More about the Production Manager Position -- Factor three Doing the Planning Required to Put ALIP in Place -- Factor four Applying Strong and Effective Communications -- Factor five Demonstrating the Process -- Phase Two Completing the Mission -- Factor six Training the Production Workforce -- Factor seven Driving Good Lean Practices into Office Processes -- Factor eight Advancing Improvements at an Individual Job Level -- Factor nine Applying Lean-Oriented Vendor Certification Standards -- Factor ten Focusing on Continuous Improvement -- A Final Word -- Key Summary Points
Control code
ocn587110231
Dimensions
26 cm
Extent
xxxi, 187 p.
Isbn
9781439846087
Isbn Type
(pbk. : alk. paper)
Lccn
2011007036
Other physical details
ill.
System control number
(OCoLC)587110231
Label
Progressive Kaizen : the key to gaining a global competitive advantage, John W. Davis
Publication
Bibliography note
Includes bibliographical references (p. 175) and index
Contents
1. Examining the Basics of an Effective Kaizen Process -- Matter of "Misguided Pragmatism" -- Two Major Do's and Don'ts of Kaizen -- Evaluating and Rating a Company's Kaizen Efforts -- Developing a Formal Schedule for Kaizen -- Assigning a Qualified Full-Time Lean/Kaizen Coordinator -- Establishing a Formal Budget for Kaizen -- Number and Type of Kaizen Events Conducted -- Scope of Kaizen Training -- Overview of Various Types of Kaizen -- Progressive Kaizen Initiative -- Precisely What the Term "Event" Means -- Purpose and Scope of Progressive Kaizen Effort -- Ensuring Planned Changes Are Carried Out to the Fullest -- Production Manager's Role in a Kaizen Event -- Key Summary Points -- Elevating the Use and Effectiveness of Kaizen -- The Four Types of Progressive Kaizen -- Developing a Master Plan for Kaizen -- Developing a Formal Budget for Kaizen -- Applied Purpose of a Kaizen Event -- Progressive Kaizen Initiative -- 2. Addressing Key Roles and Supporting Tactics -- Clearing the Five-Inch Hazard -- Taking a Close Look at the Distribution of Change -- Plant Manager's Role in Lean -- Characteristics of Lean-Oriented Plant Managers -- Lean Coordinator -- Maintenance Manager -- F Alliance -- Lean-Oriented Company President -- Shop Floor Supervisor's Role in Kaizen -- Special Consideration of "Owner-Operators" -- Value of Inserting a WRAP Initiative -- Tactics for Getting the Best Results Out of Kaizen -- How to Use the Step Charts -- Key Summary Points -- 3. Avoiding the Typical Pitfalls -- Allowing Outside Assistance to Cloud a Path to Success -- Misstep of Excluding Office Functions -- A Special Word about Lean and a Company's Financial Arm -- Allowing Kaizen Accomplishments to Deteriorate -- Failure to Communicate the Full Extent and Scope of Kaizen -- Failure to Effectively Utilize the Production Engineering Function -- Failure to Restructure the Stated Objectives of Key Players -- Production Manager's Stated Objectives -- Shop Floor Supervisor's Stated Objectives -- Production Engineer's Stated Objectives -- Error of Putting Lean in a Stand-By Mode -- First -- Second -- The Do's and Don'ts Associated with Kaizen -- Definite Do's -- Definite Don'ts -- Preferable Do's -- Preferable Don'ts -- Simple Exercise for Getting the Most Out of Any Kaizen Effort -- Key Summary Points -- Staying Focused -- Avoiding Slippage -- Putting Lean Duties in Writing -- Various Versions of a Process -- Removing Problems and Enhancing Individual Performance -- Vital Role of Production Engineering -- 4. Where to Start and How to Proceed -- Thinking Outside the Box -- Sum of the Added Cost and Payback of Lean -- Progressive Kaizen Tool Box -- Advantages of Labeling Kaizen Activity "Waste Reduction" -- Value of Putting the First "Pull Zone" in Final Assembly -- Sticking to the Plan and Avoiding Disruptions -- Conducting the Factory's First High-Impact Kaizen Event -- Basic Event Objectives -- Participation of the Production Manager -- Participation of Shop Floor Supervisors -- Participation of a Key Maintenance Representative -- Participation of Key Production Associates -- Participation of the Production Engineering Manager and Staff -- Participation of Salaried Employees Detached from Production -- Participation of Local Union Officials -- Preparatory, Wrap-Up, and Follow-Up Aspects of a High-Impact Kaizen Event -- Basic Structure and Steps Involved in Conducting a High-Impact Kaizen Event -- Getting the Most Out of Training and Implementation Kaizen -- Modifying the Rules for the Purchase of New Equipment -- Planned Frequency of Training and Implementation Kaizen Events -- Driving the Use of Problem Resolution Kaizen -- Applying the Science of 5-W -- How to Conduct a Problem Resolution Event -- Essential Tools Utilized in a Problem Resolution Event -- Keeping the Principles of Uninterrupted Flow and Workplace Organization in Mind -- Understanding the Role and Scope of Sustaining Kaizen -- Implementing a WRAP Initiative -- When to Start a WRAP Initiative -- Planning Phase Considerations -- Typical Hurdles to Clear -- Summary Overview of the Process -- Communicating and Tracking Results -- Training First-Line Supervisors -- Key Summary Points -- 5. Other Key Facets of Getting the Most Out of Kaizen -- Advancing the Role of Owner-Operator to "Lean Equipment Specialist" -- Where LE Specialists Should Be Considered -- Pay Structure for a Lean Equipment Specialist Classification -- Percentage of Workforce Holding the Classification -- Lean Equipment Apprentice Training -- Conducting an Annual Structured Lean Audit -- Sharing the Results of the Audit with the Workforce -- Building in Essential Visual Controls -- Constructing a Master Kaizen Plan -- Vendor Certification -- Ten Commandments of a Fully Supportive Maintenance Function -- Briefly Addressing the Cost and Payback of Lean Again -- Ten Most Important Factors to Keep in Mind -- Phase One Setting the Stage -- Factor one Learning to Trust the Process -- For the Plant Manager -- For the Lean Coordinator -- For the Production Manager -- For the Shop Floor Supervisor -- For the Production Engineer -- Factor two Assigning Appropriate Talent -- A Bit More about the Production Manager Position -- Factor three Doing the Planning Required to Put ALIP in Place -- Factor four Applying Strong and Effective Communications -- Factor five Demonstrating the Process -- Phase Two Completing the Mission -- Factor six Training the Production Workforce -- Factor seven Driving Good Lean Practices into Office Processes -- Factor eight Advancing Improvements at an Individual Job Level -- Factor nine Applying Lean-Oriented Vendor Certification Standards -- Factor ten Focusing on Continuous Improvement -- A Final Word -- Key Summary Points
Control code
ocn587110231
Dimensions
26 cm
Extent
xxxi, 187 p.
Isbn
9781439846087
Isbn Type
(pbk. : alk. paper)
Lccn
2011007036
Other physical details
ill.
System control number
(OCoLC)587110231

Library Locations

    • Wellington LibraryBorrow it
      Wellington- Massey University Library, Block 5, 63 Wallace Street, Wellington, 6021, NZ
      -40.385395 175.617407
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