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. |
No interior do livro
Resultados 1-3 de 38
Página 48
... four months to four hours , from 97 % defects to three percent . Dr. Shingo spent only two days at Granville Phillips but within three months after his visit the engineers there had reduced the time line on new products from four months ...
... four months to four hours , from 97 % defects to three percent . Dr. Shingo spent only two days at Granville Phillips but within three months after his visit the engineers there had reduced the time line on new products from four months ...
Página 83
... four hours to clean , alter and adjust the line for each different product - contents , size of bottle , labeling and packaging , it now required Heinz to have mountains of inventory to meet the new daily customer demands . New ...
... four hours to clean , alter and adjust the line for each different product - contents , size of bottle , labeling and packaging , it now required Heinz to have mountains of inventory to meet the new daily customer demands . New ...
Página 249
... four hours . The schedule showed only an hour and a half but he insisted that he was going to speak for four hours . I understood if you wanted Dr. Deming to work for your company he insisted on having people sit in his course for a full ...
... four hours . The schedule showed only an hour and a half but he insisted that he was going to speak for four hours . I understood if you wanted Dr. Deming to work for your company he insisted on having people sit in his course for a full ...
Índice
Introduction | 1 |
The Journey Begins | 5 |
Introducing Dr Shigeo Shingo | 15 |
Direitos de autor | |
44 outras secções não apresentadas
Outras edições - Ver tudo
Kaikaku: The Power and Magic of Lean : a Study in Knowledge Transfer Norman Bodek Pré-visualização limitada - 2004 |
Palavras e frases frequentes
activities American asked automated Automatic charts conference consultant continuous improvement Convis cost creating creative defects Deming Deming Prize developed Easy Kaizen eliminate employees engineers factory Fukuda Hoshin Kanri implement industry inventory Ishikawa Jake Brake Japan Japanese management Jidoka Juran JUSE Just-In-Time Kaizen Blitz kanban Kaoru Ishikawa knew Lean manufacturing look machine maintenance meet ment month Nakamura needed non-value adding Norman Bodek Omark one-piece flow operator Philip Crosby plant manager Poka-yoke president prize problems Productivity Press provement published quality circles quality improvement Quick and Easy reduce Schonberger Shigeo Shingo Six Sigma SMED Smuda solve stop study mission supervisor Taiichi Ohno takt teach techniques things tion Tokyo told took Total Productive Maintenance Toyota Production System translation Uchiyama waste workers Workplace workshop