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 50
Página 22
... never find him / her . This is the same with waste . For years I did not know what waste was so I could never find it and remove it . We spent the bulk of our time trying to speed up our machines , bringing in new technology , trying to ...
... never find him / her . This is the same with waste . For years I did not know what waste was so I could never find it and remove it . We spent the bulk of our time trying to speed up our machines , bringing in new technology , trying to ...
Página 197
... Never Take No for an Answer Real knowledge is to know the extent of one's ignorance . " Confucius One year we ... NEVER TAKE NO FOR AN ANSWER 197 Chapter 23: Never Take No for an Answer -
... Never Take No for an Answer Real knowledge is to know the extent of one's ignorance . " Confucius One year we ... NEVER TAKE NO FOR AN ANSWER 197 Chapter 23: Never Take No for an Answer -
Página 199
... never to work with a Toyota competitor again . swer . To me the great lesson was to never take a ' no ' for an an- asked for her supervisor . The supervisor also did not know the president's name or location . ' Believe it or not ' but ...
... never to work with a Toyota competitor again . swer . To me the great lesson was to never take a ' no ' for an an- asked for her supervisor . The supervisor also did not know the president's name or location . ' Believe it or not ' but ...
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
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