Cover image for Strategic KAIZEN™: Using Flow, Synchronization, and Leveling [FSL™] Assessment to Measure and Strengthen Operational Performance

Strategic KAIZEN™: Using Flow, Synchronization, and Leveling [FSL™] Assessment to Measure and Strengthen Operational Performance

Release Date: 2021/06/01
ISBN: 9781260143843
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Transform your company’s critical operations—and its destiny—through a powerful kaizen-focused strategy designed for 21st century efficiency

A pioneer of the operational excellence movement that continues to transform businesses across the world, Masaaki Imai takes you to the next step of continuous improvement—developing an overall strategy for measuring your company’s operational performance and improving processes in ways that boost efficiency and gain competitiveness.

In Strategic KAIZEN™, Imai walks you through the process of shifting your focus from volume and speed to his revolutionary Flow, Synchronization, and Leveling (FSL™) evaluation—the most effective Lean paradigm available. At the heart of his approach is the concept of flow—ensuring that each work piece flows between processes without interruption and stagnation. This game-changing guide teaches you:

  • The critical importance of assessing corporate performance from both the financial and operational standpoints
  • How to identify basic structures of the ideal production and operating systems
  • Proven ways of implementing FSL to establish where improvements are most needed and build a strategy that takes you to new heights of corporate performance
Certain to be another instant classic from Masaaki Imai, Strategic KAIZEN™ provides an abundance of case studies from companies that have successfully implemented FSL™ and tangible know-how to improve FSL™ status to achieve a lean summit.

Whether you run a business, serve in public service, or practice Lean, this groundbreaking guide provides everything you need to transform your organization—and help lead it to the top of your industry, trade, or business.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Foreword
  6. Preface
    1. My First Kaizen Book
    2. My Second Kaizen Book
    3. My Third Kaizen Book
    4. Taiichi Ohno and Myself
    5. KAIZEN™ and FSL™ Trademarks
  7. Acknowledgments
  8. About Kaizen Institute
  9. An Introduction on Flow, Synchronization, and Leveling (FSL)
  10. CHAPTER 1 TODAY’S BUSINESS WORLD
    1. Overcapacity of the Production System
    2. Meeting Shareholders’ Delight Versus Customers’ Delight
    3. Institutions Providing Awards and Certifications
    4. The Achilles’ Heel of Modern Capitalism
    5. Shareholder Delight Versus Customer Satisfaction
    6. Modern Corporate Governance
  11. CHAPTER 2 TRADITIONAL COMPANIES VERSUS LEAN COMPANIES
    1. How to Turn Traditional Companies into Lean Companies
    2. The Traditional Approach
    3. Myth One: Cheaper by the Dozen
    4. Myth Two: Production Scheduling Based on Sales Forecast and Inventory
    5. Fatal Shortcoming and the Curse of Traditional Operations
    6. Excessive Use of Resources
    7. Maintaining Good Quality with Operational Variation (Baratsuki) Control
    8. Quality and Cost
    9. Flexibility to Meet Changing Markets
    10. Triple Functions of a Company
    11. New Product Development
    12. The Case of Masahiro Sakane in Joint-Venture Factories
    13. Mistaken Common Sense Prevails in the Traditional System
    14. Ideal Gemba Operations
    15. Standardization
    16. 5S: Good Housekeeping
    17. Muda Elimination
  12. CHAPTER 3 THE CEO AND THE BOARD
    1. Fixing the Game
    2. Shareholders Versus Stakeholders
    3. Corporate Governance in Japan
    4. Sumitomo Case
    5. Notes
  13. CHAPTER 4 SHAREHOLDERS VERSUS CUSTOMERS
    1. Roger Martin’s Two Stories
    2. Customer Satisfaction and Lean Strategy
    3. Shareholders Versus Stakeholders
    4. Sanford M. Jacoby’s Observation
    5. The Definition of Stakeholder
    6. Stakeholder Thinking: The State of the Art?
    7. My Answer
    8. Notes
  14. CHAPTER 5 THE CASE OF KOA INDUSTRY
    1. Implementation of the KOA Production System (KPS)
    2. Improvement in Physical Distribution and Production Functions in the Gemba
    3. Changes in KOA’s Production System Under KPS
  15. CHAPTER 6 THE CASE OF YOKOMORI MANUFACTURING COMPANY
    1. Consulting for Yokomori Manufacturing Company
    2. Two Conditions for Signing the Agreement
    3. The Aim of the Consultations: Making a Flow of Operations
    4. Introduction of Heijunka and Flow Production
    5. Leveling
    6. Conversion from Job Shop to Flow Shop
    7. 5S and Visual Management
  16. CHAPTER 7 TOYOTA AND OHNO
    1. Changing from Traditional to Lean Operations
    2. How the Toyota Production System (TPS) Was Born
    3. It Happened on the Day after Japan’s Surrender in the Second World War
    4. Multiple Machine Handling
    5. Recessions
    6. Multiple Process Handling
    7. Just-in-Time and Kiichiro Toyoda
    8. Kiichiro’s Experience in the United Kingdom
    9. The Supermarket Approach
    10. Financial Restructuring Versus Operational Restructuring
    11. Ohno’s Visit to the United States
    12. Standard Work
    13. The Customer-Oriented Approach
  17. CHAPTER 8 SAKICHI TOYODA
    1. Youth in the Meiji Restoration Period
    2. International Exposition and First Patents
    3. Toyoda Automated Weaving Company and Jidoka
    4. Sakichi Toyoda’s Legacy
  18. CHAPTER 9 THE GM STORY
    1. Financial Restructuring and Operational Restructuring
    2. Restructuring Process
    3. The Reasons Why Top Management Has Failed to Adopt Lean
  19. CHAPTER 10 MITSUTOSHI SATO’S CASE STUDIES
    1. Sato’s Case Study (1) Toyota’s Miyoshi Plant
    2. Sato’s Case Study (2) Otowa Seisakusho (Tokai Rika Company)
    3. Sato’s Case Study (3) Hino Automobile Company
    4. Sato’s Case Study (4) Toyota Miyoshi Plant
  20. CHAPTER 11 PARTS SEIKOU COMPANY
    1. Kaizen Activities at Parts Seiko
    2. Using the Plant as Showroom
  21. CHAPTER 12 THE CASE OF YAZAKI TENRYU
    1. The Three-Year Project to Build a Flexible Lean System
  22. CHAPTER 13 KOMY, THE FLEXIBLE MIRROR COMPANY: THE WORLD’S SMALLEST COMPANY WITH THE BIGGEST AIMS
    1. Komy Mirror
    2. Aiming at an Agriculture Enterprise
    3. The List of Komy’s Customers
    4. Komy’s Philosophy
    5. The New Encounter
    6. The Start of the Airline Business
    7. The Rest Is History
  23. CHAPTER 14 THE FLOW
    1. The Benefit of the Flow
    2. Minimum Use of Time
    3. Elimination of Muda, Mura, and Muri
    4. Quality Improvement
    5. Behavioral Change
    6. Cultural Change
    7. Entropy on the Shop Floor
    8. Manager’s Responsibility
    9. Making a Smooth, Continual, and Swift Flow
    10. Two Types of Material Flows
    11. The Horizontal Flow
    12. Vertical Flow of Materials in Job-Shop Operations
    13. The Information Flow
    14. Traditional Flow of Information from Upstream to Downstream
    15. Lean Flow of Information from Downstream to Upstream
    16. The Flow of Process Layout
    17. The Flow of Operators’ Body Movement
    18. One-Piece Flow
    19. Requirements Before Introducing One-Piece Flow
    20. Self-Discipline and Attention to Details in the Gemba
    21. Employ Minimum Resources
    22. Inventory
    23. Cross-Functional Management
    24. Us-Versus-Them Syndrome and Stakeholders
  24. CHAPTER 15 FSL, THE NEW CRITERIA TO ASSESS A COMPANY’S LEAN STATUS
    1. FSL Assessment and Audit
    2. Flow
    3. Synchronization (Doukika in Japanese)
    4. Leveling (Heijunka in Japanese)
    5. FSL Assessment and Audit of Lean Operations
    6. Assessing the Company’s Current FSL Status
    7. The Role of the CEO
    8. The Formula to Succeed in Embracing the Lean Strategy
  25. CHAPTER 16 THE FLOW AND TPS
    1. The Essence of TPS
    2. Leveling (Heijunka)
    3. Establishing and Maintaining the Heijunka Sequence
    4. Pulling Work Through the Production Sequence: Kanban
  26. CHAPTER 17 FUJIO CHO’S EXPERIENCE WITH TAIICHI OHNO
    1. Cho’s Other Learnings from OHNO
  27. CHAPTER 18 CONDUCTING THE FSL REVIEWS
    1. Two Types of Business Operations
    2. Comparison Between the Two Systems
    3. The Features of Lean Companies
    4. Major Activities for Conducting FSL
    5. The Checklist for Conducting FSL
    6. People-Related Kaizen Tools
    7. Benchmarking Figures on the Lean Status
    8. Quality-Related Kaizen Tools
    9. Equipment-Related Kaizen Tools
    10. The Checklist for the Gemba Visit
    11. Observation of Operator’s Work
    12. Observation of 5S
    13. Visual Management
    14. Checklist to Observe the Flow Status
    15. Checklist of Gemba Kaizen Diagnosis
    16. Management Tasks
    17. Tools in Building FSL
  28. CHAPTER 19 BUILDING THE LAST FRONTIER, THE LEAN STRATEGY
    1. The Contrast
    2. Reasons Why Lean Introduction Has Failed
    3. One of the Drawbacks of the Lean Introduction
    4. The Lack of Criteria to Assess the Operational System
    5. The Importance of the Lean Strategy
    6. Inventory Management: The Case of Union Carbide
    7. Nipponzaka Tunnel
    8. Triple Calamities
    9. Inventory
    10. Another Feature of the Lean Strategy
    11. Learning by Doing
    12. Dramatic Subjects for the Top Management
    13. Long-Term Journey to Change the Traditional Mindset
    14. Accompanying Taiichi Ohno
    15. This Is the Day of Reckoning
  29. CHAPTER 20 SELECTED SAYINGS OF TAIICHI OHNO
    1. Sayings from Japanese Sources
  30. CHAPTER 21 CALLING FOR FSL ASSESSMENT
    1. Embracing the FSL Strategy
    2. Conducting Review of the Production Gemba
    3. The Reason for the Third Book
  31. Afterword by Euclides Coimbra
  32. Index
3.144.35.148