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 64
... technique . They knew how to meet and work together to further new ideas . They knew how to take knowledge from a book ... techniques to achieve maximum per- formance , in the minimum amount of time required . Engineers and others are ...
... technique . They knew how to meet and work together to further new ideas . They knew how to take knowledge from a book ... techniques to achieve maximum per- formance , in the minimum amount of time required . Engineers and others are ...
Página 224
... Technique Often we write standard procedures and place them in a notebook to be used by new employees . These ... technique is simple , and should be used by any one creating a procedure or a manual . Nakamura's technique is simple and ...
... Technique Often we write standard procedures and place them in a notebook to be used by new employees . These ... technique is simple , and should be used by any one creating a procedure or a manual . Nakamura's technique is simple and ...
Página 365
... technique of preventing errors by designing the manufacturing process , equipment , and tools so that an operation ... techniques from Total Quality Management and adding very cleverly the con- cept of ' black belts ' used in the ...
... technique of preventing errors by designing the manufacturing process , equipment , and tools so that an operation ... techniques from Total Quality Management and adding very cleverly the con- cept of ' black belts ' used in the ...
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
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