Kaikaku: The Power and Magic of Lean : a Study in Knowledge TransferPCS Press, 2004 - 392 páginas Foreword. . . Foreword. . Ch. 1. The journey begins. 5. Ch. 2. Introducing Dr. Shigeo Shingo. 15. Ch. 3. Taichi Ohno. 27. Ch. 4. Defining waste. 39. Ch. 5. Dr. Shingo asking five whys at Granville Phillips. 45. Ch. 6. My first trip to Japan : a thriller. 49. Ch. 7. Discovering Shingo : a magic moment. 63. Ch. 8. The lobster feast and the first changeover by Dr. Shingo. 71. Ch. 9. The study mission process. 85. Ch. 10. SMED - quick changeovers - the heart of JIT. 93. Ch. 11. My mental transformation : there are 'gems' scattered all over Japan. 103. Ch. 12. Developing an understanding of Japan. 121. Ch. 13. Factory tours : a feast for the eyes. 127. Ch. 14. The Gemba walk. 137. Ch. 15. 5 S. 143. Ch. 16. Discovering books in Japan. 147. Ch. 17. Fire the quality manager!. 155. Ch. 18. The best factory in the world. 161. Ch. 19. Getting to know Dr. Shingo. 171. Ch. 20. The birth of the Kaizen Blitz. 177. Ch. 21. Finding books and meeting Kazuhiro Uchiyama. 187. Ch. 22. Shingo to teacher. 193. Ch. 23. Never take no for an answer. 197. Ch. 24. Introduction to TPM - another billion dollar idea. 201. Ch. 25. Shigehiro Nakamura. 213. Ch. 26. Kaoru Ishikawa. 227. Ch. 27. Iwao Kobayashi - 20 keys. 231. Ch. 28. Union of Japanese scientists and engineers (JUSE). 235. Ch. 29. Dr. W. Edwards deming. 237. Ch. 30. The impact of Dr. Joseph Juran. 251. Ch. 31. Life time employment system. 253. Ch. 32. Quick and easy Kaizen. 257. Ch. 33. A gallery of great geniuses. 277. Ch. 34. Professor Louis E. Davis and socio-technical systems. 295. Ch. 35. Failure to change is a vice!. 301. Ch. 36. Summary. 305. Ch. 37. Gary Convis - President Toyota (TMMK). 307. Ch. 38. Gary Smuda - technicolor corporation. 319. Ch. 39. Professor Doc - Robert Hall. 329. Ch. 40. Don Dewar - President QCI International. 341. Ch. 41. Richard Schonberger. 345. Ch. 42. Vision statements. 355. . Lean terms. 361. |
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Página 194
... called this self - checking . The subsequent worker first checks to see that the previous process was done correctly . This , he called successive checking . And after final assembly the part was tested and inspected . Dr. Shingo wanted ...
... called this self - checking . The subsequent worker first checks to see that the previous process was done correctly . This , he called successive checking . And after final assembly the part was tested and inspected . Dr. Shingo wanted ...
Página 199
... called the customs agent in Win- dsor and said , " Look you are holding up the most important manu- facturing consultant in the world . General Motors is waiting for him . I just called the White House and the chief of immigration to ...
... called the customs agent in Win- dsor and said , " Look you are holding up the most important manu- facturing consultant in the world . General Motors is waiting for him . I just called the White House and the chief of immigration to ...
Página 257
... called suggestion sys- tems ; they are totally different . The Japanese system has all em- ployees involved in continuous improvement activities , while in America it is a cost savings system ; we don't want to be bothered with small ...
... called suggestion sys- tems ; they are totally different . The Japanese system has all em- ployees involved in continuous improvement activities , while in America it is a cost savings system ; we don't want to be bothered with small ...
Índice
Introduction | 1 |
The Journey Begins | 5 |
Introducing Dr Shigeo Shingo | 15 |
Direitos de autor | |
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Kaikaku: The Power and Magic of Lean : a Study in Knowledge Transfer Norman Bodek Pré-visualização limitada - 2004 |
Palavras e frases frequentes
able activities adding allowed American asked better Bodek bring build called cause changeover Circles conference consultant continuous Control cost creating creative defects Deming developed Easy Kaizen effective eliminate employees engineers factory feel four give human ideas implement important improvement industry inventory Japan Japanese keep knew later Lean look machine manufacturing material means meet minutes mission month move needed never Norman Ohno once operator person plant president problems Productivity Press published questions Quick and Easy reduce Shingo solve standard started stop success suggestions supervisor sure teach techniques tell things tion told took Toyota Toyota Production System translation understand waste watch workers