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CITATION

Imai, Masaaki. Strategic KAIZEN™: Using Flow, Synchronization, and Leveling [FSL™] Assessment to Measure and Strengthen Operational Performance. New York: McGraw-Hill Education, 2021.

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

Authors: Masaaki Imai

Published:  June 2021 Pages: 320

eISBN: 9781260143843 | ISBN: 9781260143836
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  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Foreword
  • Preface
  • My First Kaizen Book
  • My Second Kaizen Book
  • My Third Kaizen Book
  • Taiichi Ohno and Myself
  • KAIZEN™ and FSL™ Trademarks
  • Acknowledgments
  • About Kaizen Institute
  • An Introduction on Flow, Synchronization, and Leveling (FSL)
  • CHAPTER 1 TODAY’S BUSINESS WORLD
  • Overcapacity of the Production System
  • Meeting Shareholders’ Delight Versus Customers’ Delight
  • Institutions Providing Awards and Certifications
  • The Achilles’ Heel of Modern Capitalism
  • Shareholder Delight Versus Customer Satisfaction
  • Modern Corporate Governance
  • CHAPTER 2 TRADITIONAL COMPANIES VERSUS LEAN COMPANIES
  • How to Turn Traditional Companies into Lean Companies
  • The Traditional Approach
  • Fatal Shortcoming and the Curse of Traditional Operations
  • Triple Functions of a Company
  • New Product Development
  • The Case of Masahiro Sakane in Joint-Venture Factories
  • Mistaken Common Sense Prevails in the Traditional System
  • Ideal Gemba Operations
  • CHAPTER 3 THE CEO AND THE BOARD
  • Fixing the Game
  • Shareholders Versus Stakeholders
  • Corporate Governance in Japan
  • Sumitomo Case
  • Notes
  • CHAPTER 4 SHAREHOLDERS VERSUS CUSTOMERS
  • Roger Martin’s Two Stories
  • Customer Satisfaction and Lean Strategy
  • Notes
  • CHAPTER 5 THE CASE OF KOA INDUSTRY
  • Implementation of the KOA Production System (KPS)
  • Improvement in Physical Distribution and Production Functions in the Gemba
  • Changes in KOA’s Production System Under KPS
  • CHAPTER 6 THE CASE OF YOKOMORI MANUFACTURING COMPANY
  • Consulting for Yokomori Manufacturing Company
  • Introduction of Heijunka and Flow Production
  • Conversion from Job Shop to Flow Shop
  • CHAPTER 7 TOYOTA AND OHNO
  • Changing from Traditional to Lean Operations
  • How the Toyota Production System (TPS) Was Born
  • It Happened on the Day after Japan’s Surrender in the Second World War
  • Multiple Machine Handling
  • Recessions
  • Multiple Process Handling
  • Just-in-Time and Kiichiro Toyoda
  • Kiichiro’s Experience in the United Kingdom
  • The Supermarket Approach
  • Financial Restructuring Versus Operational Restructuring
  • Ohno’s Visit to the United States
  • Standard Work
  • The Customer-Oriented Approach
  • CHAPTER 8 SAKICHI TOYODA
  • Youth in the Meiji Restoration Period
  • International Exposition and First Patents
  • Toyoda Automated Weaving Company and Jidoka
  • Sakichi Toyoda’s Legacy
  • CHAPTER 9 THE GM STORY
  • Financial Restructuring and Operational Restructuring
  • Restructuring Process
  • The Reasons Why Top Management Has Failed to Adopt Lean
  • CHAPTER 10 MITSUTOSHI SATO’S CASE STUDIES
  • Sato’s Case Study (1) Toyota’s Miyoshi Plant
  • Sato’s Case Study (2) Otowa Seisakusho (Tokai Rika Company)
  • Sato’s Case Study (3) Hino Automobile Company
  • Sato’s Case Study (4) Toyota Miyoshi Plant
  • CHAPTER 11 PARTS SEIKOU COMPANY
  • Kaizen Activities at Parts Seiko
  • Using the Plant as Showroom
  • CHAPTER 12 THE CASE OF YAZAKI TENRYU
  • The Three-Year Project to Build a Flexible Lean System
  • CHAPTER 13 KOMY, THE FLEXIBLE MIRROR COMPANY: THE WORLD’S SMALLEST COMPANY WITH THE BIGGEST AIMS
  • Komy Mirror
  • Aiming at an Agriculture Enterprise
  • The List of Komy’s Customers
  • Komy’s Philosophy
  • The New Encounter
  • The Start of the Airline Business
  • The Rest Is History
  • CHAPTER 14 THE FLOW
  • The Benefit of the Flow
  • Entropy on the Shop Floor
  • Manager’s Responsibility
  • Making a Smooth, Continual, and Swift Flow
  • Two Types of Material Flows
  • The Information Flow
  • Cross-Functional Management
  • Us-Versus-Them Syndrome and Stakeholders
  • CHAPTER 15 FSL, THE NEW CRITERIA TO ASSESS A COMPANY’S LEAN STATUS
  • FSL Assessment and Audit
  • FSL Assessment and Audit of Lean Operations
  • The Formula to Succeed in Embracing the Lean Strategy
  • CHAPTER 16 THE FLOW AND TPS
  • The Essence of TPS
  • Leveling (Heijunka)
  • Establishing and Maintaining the Heijunka Sequence
  • Pulling Work Through the Production Sequence: Kanban
  • CHAPTER 17 FUJIO CHO’S EXPERIENCE WITH TAIICHI OHNO
  • Cho’s Other Learnings from OHNO
  • CHAPTER 18 CONDUCTING THE FSL REVIEWS
  • Two Types of Business Operations
  • Comparison Between the Two Systems
  • The Features of Lean Companies
  • Major Activities for Conducting FSL
  • The Checklist for the Gemba Visit
  • Checklist of Gemba Kaizen Diagnosis
  • CHAPTER 19 BUILDING THE LAST FRONTIER, THE LEAN STRATEGY
  • The Contrast
  • Reasons Why Lean Introduction Has Failed
  • One of the Drawbacks of the Lean Introduction
  • The Lack of Criteria to Assess the Operational System
  • The Importance of the Lean Strategy
  • CHAPTER 20 SELECTED SAYINGS OF TAIICHI OHNO
  • Sayings from Japanese Sources
  • CHAPTER 21 CALLING FOR FSL ASSESSMENT
  • Embracing the FSL Strategy
  • Conducting Review of the Production Gemba
  • The Reason for the Third Book
  • Afterword by Euclides Coimbra
  • Index