Beyond strategic Kaizen: performing synchronous profitable operations
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| Format: | Buch |
| Sprache: | English |
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New York
Routledge Taylor & Francis Group
2023
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| Schriftenreihe: | A Productivity Press Book
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxxviii, 266 Seiten |
| ISBN: | 9781032330358 |
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Datensatz im Suchindex
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| adam_text | Contents Preface.................................................................................................. xix Introduction...................................................................................... xxiii About the Author............................................................................ xxxiii List of Abbreviations..................................................................... xxxvii PART I Strategic Improvement for Profitability and Productivity Chapter 1 Changing the Strategic Approach of Systematic Improvements.................................................................... 3 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Strategic Productivity Improvement Dilemma......... 3 Is Conventional Strategic Kaizen Really Effective Enough in World Competition?................................ 5 The Continuous Strategic High Productivity Improvement.............................................................7 1.3.1 Estrangement Results between Company Health and Just Synchronous Operations..... 7 1.3.2 Changing from Synchronous Operations to Synchronous Profitable Operations.......... 9 1.3.3 Synchronous Profitable Operations Should be Continuously Enhanced.............. 11 1.3.4 The Crucial Role of Strategic Productivity Improvement........................... 12 The Potential for Profitability Increases Based on Productivity............................................................. 13 Targeting the Strategic High Productivity Improvement........................................................... 16 The New Approach to Strategic Systematic
Improvements................................................. 18 The Strategic Kaizen for Synchronous Profitable Operations...................................................... 20 1.7.1 The Concept................................................. 21 vii
viii · Contents 1.7.2 The Basic Image.................................................. 23 1.7.3 The Seven Basic Processes................................. 27 1.7.4 Five Problems Targeted to Be Solved.............. 30 1.8 Conclusion....................................................................... 34 References................................................................................... 34 Chapter 2 Current Condition, Basic Policy, and Strategy................. 35 Studying the Impact of Current Strategies on Operations and Lowering Costs................................... 36 2.2 Deep Understanding of the Company’s Key External Factors.............................................................. 39 2.3 Internal Strategic Capabilities........................................ 40 2.4 Current Business Performance Against Expectations.................................................................... 43 2.4.1 Operational and Financial Performance........43 2.4.2 Current Level of Synchronous Profitable Operations.......................................................... 47 2.5 The Basic Policy Framework for Strategic Kaizen...... 49 2.5.1 At the Cutting Edge: Identifying Strategic Drivers................................................ 49 2.5.2 Two Productivity Improvement Scenarios ....51 2.5.3 The Strategic Intent of Each Strategic Drivers................................................................. 53 2.6 Winning Key Strategies................................................... 53 2.6.1 Systematic Productivity Improvement Strategies for the Sales Increase
Scenario..... 54 2.6.2 Systematic Productivity Improvement Strategies for the Sales Decrease Scenario.....55 2.7 Tracking Strategy Through Strategic Key Performance Indicators................................................. 55 2.7.1 Key Performance Indicators at the Strategic Level....................................................56 2.7.2 Stratifying Strategic Key Performance Indicators........................................................... 57 2.8Conclusion............................................................................60 References..................................................................................60 2.1
Contents · ix PART II Chapter 3 Strategie Kaizen Methodology Continuous Measurement and Interpretation................63 Overview.................................................................... 63 3.1.1 The Stake: KAIZENshiro Setting................... 63 3.1.2 The Main Purpose: From KAIZENshiro to Identifying Must-Win Strategic Kaizen.... 64 3.2 First Process: Studying the Potential for Strategic Systematic Improvement Point................................. 65 3.2.1 Flow Structuring and Standardization.......... 65 3.2.1.1 Target Products.............................. 66 3.2.1.2 Areas, Modules, Processes, and Operations.......................................67 3.2.1.3 Costs: Structuring and Extreme Standardization for Extreme Improvement.................................. 68 3.2.2 Deep Understanding of the Flow Synchronization and Standardization.......... 72 3.2.2.1 Lead Time....................................... 72 3.2.2.2 Takt Time Synchronization: Bottleneck....................................... 74 3.2.2.3 Buffer Size....................................... 78 3.2.2.4 One-Piece Flow.............................. 79 3.2.2.5 Standardization and Rolling Losses and Waste............................80 3.2.3 Deep Understanding of the Work Method, Performance, and Standardization.... 83 3.2.3.1 Current Standard Time Analysis and Takt Time............................... 84 3.2.3.2 Innovative Work Method Design ....85 3.2.3.3 Performances: Equipment and Worker............................................ 86 3.2.4 Deep Understanding of the Utilization and
Standardization.................................... 87 3.2.4.1 The Main Losses and Waste Structures...................................... 87 3.1
x · Contents 3.3 3.2.4.2 Current Losses and Waste: Cause-and-Effect Analysis and Standardization............................... 88 3.2.4.3 Current Cost of Losses and Waste.... 95 3.2.4.4 Critical Current Cost of Losses and Waste.......................... 98 3.2.4.5 Probable Cost of Losses and Waste Behavior: The Impact on Strategie KPI Targets.................... 99 3.2.5 Classification of Strategie Systematic Improvement Points....................... 100 3.2.6 Deliverables and Completion Criteria: Basic and Auxiliary Strategic Systematic Improvement Points.........................102 Second Process: Calculating Ideal Takt Profit and Setting Stratified Expectations for KAIZENshiro...........................................................102 3.3.1 The Synchronous Profitable Operations..... 103 3.3.1.1 Takt Profit for Speed-Based Target Profit: Actual, Target, and Theoretical.............................. 104 3.3.1.2 Ihe Ideal State of Synchronous Profitable Operations..................... 109 3.3.1.3 Profit Bottleneck and Capacity Bottleneck......................................Ill 3.3.2 Setting Stratified KAIZENshiro................... 114 3.3.2.1 KAIZENshiro for Manufacturing Cost..................... 114 3.3.2.2 KAIZENshiro Stratification: at the Performance Level.................. 116 3.3.2.3 KAIZENshiro Stratification: At the Module Utilization Level......... 117 3.3.2.4 KAIZENshiro Stratification: At the Module Materials Level.......... 119 3.3.2.5 KAIZENshiro Stratification: at the Product and Factory Level.....120 3.3.3 From Annual KAIZENshiro to MustWin Strategic
Kaizen....................... 121
Contents · xi Deliverables and Completion Criteria: Stratified KAIZENshiro and Must-Win Strategic Kaizen Identified............................. 122 3.4 Conclusion..................................................................... 123 References................................................................................. 123 3.3.4 Chapter 4 Annual Development of Strategic Kaizen....................... 125 4.1 4.2 Overview........................................................................ 125 4.1.1 The Stake: Establishing the Mechanism for Identifying and Planning the Feasible Strategic Kaizen............................................... 126 4.1.2 The Main Purpose: Embody the Annual Strategic Kaizen Way...................................... 128 Third Process: Annual Financial Reconciliation.... 129 4.2.1 Summary of the Annual Financial Expectations..................................................... 130 4.2.2 From Annual Strategic KPI Targets and KAIZENshiro to Annual Takt Profit............ 131 4.2.3 The Seven Steps of the Strategic Kaizen Feasibility Study............................................... 133 4.2.4 Financial Catchball.......................................... 134 4.2.4.1 The Basic Approach......................... 134 4.2.4.2 Diagnosis of Strategic Kaizen: Scientific Basis................................. 135 4.2.4.3 Quantitative Analysis of KAIZENshiro..................................136 4.2.5 Appraisal of Strategic Kaizen Feasibility and Setting Targets........................... 137 4.2.5.1 Under Certainty: One Target and Static
Appraisal........ 137 4.2.5.2 Under Uncertainty: Several Targets and Dynamic Appraisal.... 140 4.2.6 The Turning Point from Strategic Kaizen to Kaikaku........................................... 141 4.2.7 KAIZENshiro Budgets to Support Annual Takt Profit............................ 142 4.2.7.1 Planning, Resourcing, Budgeting, and Execution............... 143
xii · Contents KAIZENshiro Budgets Integrated into Master Budget...... 145 4.2.8 Practice of Strategic Kaizen Target Setting.. 145 4.2.9 Deliverables and Completion Criteria: Feasible Strategic Kaizen Alternatives and KAIZENshiro Budget............... 147 4.3 Fourth Process: Annual Operational Reconciliation..................................................... 148 4.3.1 Summary of the Annual Operational Expectations..................................................... 149 4.3.2 Target Production Time in Practice: From Annual Takt Profit to Module Synchronization............................................... 150 4.3.3 Operational Catchball.....................................153 4.3.3.1 Top-Down and Bottom-Up............ 153 4.3.3.2 Inside-Out and Outside-In............. 155 4.3.4 Products and Modules with Deficiencies.... 156 4.3.5 Developing Balanced Scorecard and KPIs...156 4.3.6 Deliverables and Completion Criteria: Balanced Scorecard and Annual Operational Strategic Kaizen......................... 158 4.4 Fifth Process: Organizing, Planning, and Learning for Strategic Kaizen..................................... 159 4.4.1 Annual Strategic Kaizen Organization........ 160 4.4.1.1 The Seven Strategic Kaizen Organization Principles.................. 160 4.4.1.2 Establishing Holistic and Synergistic Effects of Strategic Kaizen Organization...................... 162 4.4.1.3 Allocated Ownership for all Strategic Kaizen KPIs at All Levels... 162 4.4.1.4 Allocate Ownership for all Strategic Kaizen Projects................ 164 4.4.2 Feedforward
Control...................................... 164 4.4.2.1 Visual Management for Strategic Kaizen................................ 165 4.4.2.2 Strategic Kaizen Meetings..............165 4.4.2.3 Review Mechanism: Risks and Uncertainties....................................167 4.2.7.2
Contents · xiii 4.4.2.4 lhe Process of Personal Reviews and of Recognition Systems........... 167 4.4.3 Planning for Strategic Kaizen.................... 168 4.4.3.1 The Five Steps to Strategic Kaizen Action Plan and Monitoring.................................... 168 4.4.3.2 Definition and Preparation of Individual Plans............................ 171 4.4.4 Learning for Strategic Kaizen...................... 171 4.4.4.1 Continuous Learning for Continuous Strategic Change........ 172 4.4.4.2 Strategic Kaizen as a Continuous Source of Training Needs............................................172 4.4.5 Put Learning into the Synchronous Profitable Operations..................................172 4.4.6 Deliverables and Completion Criteria: Chronological Targets and Annual Strategic Kaizen Master Plan....................... 174 4.5 Conclusion...............................................................175 References..........................................................................175 Chapter 5 Implementation and Management of Strategic Kaizen......................................................... 177 5.1 5.2 Overview................................................................. 177 5.1.1 The Stake: Annual Strategic Kaizen Execution, Control, and Reinforcement......178 5.1.2 The Main Purposes..................................... 179 5.1.2.1 Put the Annual Strategic Kaizen Plans Into Action.......................... 179 5.1.2.2 Maintaining Momentum...............180 Sixth Process: Implementing Feasible Strategic Kaizen
Projects....................................................... 181 5.2.1 Applying Structured Meetings..................... 182 5.2.1.1 Organizing Strategic Kaizen Meetings....................................... 183 5.2.1.2 The Mechanism for Early Warning of Problems..... 183
xiv · Contents The Main Activities for Each Strategic Kaizen Project Implementation..................... 185 5.2.3 Concurrent Control for Each Strategic Kaizen.................................................. 185 5.2.4 Deliverables and Completion Criteria: The Intermediate and Final Status of Each Strategic Kaizen..................................... 187 5.3 Seventh Process: Follow-Up Management of Strategic Kaizen............................................................ 189 5.3.1 Formal Assessment Process........................... 189 5.3.2 Follow-Up of Each Strategic Kaizen Implementation................................................ 190 5.3.2.1 Standardization: A New Standard vs. New Practice............ 190 5.3.2.2 Manage the Target Values of Each Strategic Kaizen..................... 192 5.3.3 Feedback Control: Evaluation of Gains from All Annual Strategic Kaizen..193 5.3.3.1 Evaluation of the Right Things Measurements and Carefully Recordings........................................ 193 5.3.3.2 Take Action Against Backsliding of Takt Profit and KAIZENshiro.................................. 194 5.3.4 Return to the KPIs at Strategic Level and to the First Process of Strategic Kaizen....... 195 5.3.5 The Main Strategic Kaizen Result: The Long-Term Competitiveness Supremacy.... 196 5.3.6 Tangible and Intangible Strategic Kaizen Results............................................................... 196 5.3.7 Deliverables and Completion Criteria: Operational and Financial Results, Lessons Learned, and Recommendations........................................... 198 5.4
Conclusion.................................................................... 198 Reference.................................................................................. 199 5.2.2
Contents · XV PART III Strategie Kaizen Sustain and Case Studies Chapter 6 Strategic Kaizen Sustain................................................ 203 Overview of Strategic Kaizen Sustain..................... 203 6.1.1 The Stake: Robust Long-Term Execution of KAIZENshiro Budgets............... 203 6.1.2 The Main Purposes of Strategic Kaizen Sustain............................................ 204 6.2 The Seven Strategic Kaizen Principles..................... 205 6.3 Strategic Kaizen Design Considerations in Your Organization.......................................................... 208 6.3.1 Incorporate Strategic Needs into the KAIZENshiro Budget System........ 208 6.3.2 Simulating Several Scenarios for Annual Speed-Based Target Profit (SBTP).. 208 6.3.3 Setting Strategic Kaizen Targets Linked to KAIZENshiro and to Strategic Target Results......................................................... 210 6.3.4 Specific and Customized Thinking for Each Company................................ 210 6.4 White-Collar Strategic Kaizen................................ 211 6.4.1 Operational Challenges of White-Collar Strategic Kaizen.............................. 211 6.4.2 The Accuracy of Ideal and Target Takt Profit and KAIZENshiro Budget..... 213 6.5 The Strategic Kaizen: Keys to Success................... 214 6.6 Conclusion: Strategic Kaizen for Consistent Operational Excellence........................................... 214 Reference........................................................................... 216 6.1 Chapter 7 Case Studies on Strategic Kaizen for Performing Synchronous
Profitable Operations.......... 217 7.1 Strategic Kaizen for Sales Increase Scenarios and Strategies at “AA-Company”.................................. 218 7.1.1 Company Characteristics and Management System...................... 219
xvi · Contents Basic Policy...................................................... 219 Problems Prior to Introducing Strategic Kaizen................................................. 220 7.1.4 The First Stage of Strategic Kaizen: Continuous Measurement and Interpretation 222 7.1.4.1 The First Process: Studying the Potential for Strategic Systematic Improvement Points.... 222 7.1.4.2 The Second Process: Calculating Annual Takt Profit and Setting KAIZENshiro................... 223 7.1.5 The Second Stage of Strategic Kaizen: Annual Development........................ 224 7.1.5.1 Processes Three and Four: Annual Financial and Operational Reconciliation 225 7.1.5.2 The Fifth Process: Organizing, Planning, and Learning for Strategic Kaizen.............................. 226 7.1.6 The Third Stage of Strategic Kaizen: Implementation and Management. 226 7.1.6.1 The Sixth Process: Strategic Kaizen Project 1 - Synchronization of the Assembly Line to the Takt Time.... 226 7.1.6.2 Sixth Process: Strategic Kaizen Project 2 - Synchronization of Semi-finished Products with the Assembly Line.................. 230 7.1.6.3 Sixth Process: Strategic Kaizen Project 3 ֊ Increase Productivity by Reducing the Cycle Time for Mechanical Processing Equipment.................... 233 7.1.7 The Seventh Process: Follow-Up Management of Strategic Kaizen................. 236 7.1.8 Conclusion......................................................... 237 7.1.2 7.1.3
Contents · xvii Strategie Kaizen for Sales Decrease Scenarios and Strategies at “AS-Company”........................... 238 7.2.1 Company Characteristics and Management System......................238 7.2.2 The First Stage of Strategic Kaizen: Continuous Measurement and Interpretation.................................. 239 7.2.3 The Second Stage of Strategic Kaizen: Annual Development..................... 239 7.2.4 The Third Stage of Strategic Kaizen: Implementation and Management. 239 7.2.4.1 The Sixth Process: Strategic Kaizen Project 1 - Increasing Changeover Efficiency for Grinding Equipment...... 240 7.2.4.2 Ihe Sixth Process: White-Collar Strategic Kaizen Project 2֊Reduction Unplanned Consumption of Packaging Materials......................... 244 7.2.4.3 The Sixth Process: White-Collar Strategic Kaizen Project 3 - The Qualitative Improvement of the Informational Flow of Loading and Unloading Trucks..................246 7.2.5 The Seventh Process: The Role of Team Leader of Strategic Kaizen Projects............ 248 7.2.6 Ingredients of Strategic Kaizen ImplementationSuccess.................. 249 7.3 Conclusion: Start to Live Strategic Kaizen for Performing SynchronousProfitable Operations..... 251 Reference........................................................................... 252 7ՀՃ Bibliography......................................................................................... 253 Index..................................................................................................... 255
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Contents Preface. xix Introduction. xxiii About the Author. xxxiii List of Abbreviations. xxxvii PART I Strategic Improvement for Profitability and Productivity Chapter 1 Changing the Strategic Approach of Systematic Improvements. 3 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Strategic Productivity Improvement Dilemma. 3 Is Conventional Strategic Kaizen Really Effective Enough in World Competition?. 5 The Continuous Strategic High Productivity Improvement.7 1.3.1 Estrangement Results between Company Health and Just Synchronous Operations. 7 1.3.2 Changing from Synchronous Operations to Synchronous Profitable Operations. 9 1.3.3 Synchronous Profitable Operations Should be Continuously Enhanced. 11 1.3.4 The Crucial Role of Strategic Productivity Improvement. 12 The Potential for Profitability Increases Based on Productivity. 13 Targeting the Strategic High Productivity Improvement. 16 The New Approach to Strategic Systematic
Improvements. 18 The Strategic Kaizen for Synchronous Profitable Operations. 20 1.7.1 The Concept. 21 vii
viii · Contents 1.7.2 The Basic Image. 23 1.7.3 The Seven Basic Processes. 27 1.7.4 Five Problems Targeted to Be Solved. 30 1.8 Conclusion. 34 References. 34 Chapter 2 Current Condition, Basic Policy, and Strategy. 35 Studying the Impact of Current Strategies on Operations and Lowering Costs. 36 2.2 Deep Understanding of the Company’s Key External Factors. 39 2.3 Internal Strategic Capabilities. 40 2.4 Current Business Performance Against Expectations. 43 2.4.1 Operational and Financial Performance.43 2.4.2 Current Level of Synchronous Profitable Operations. 47 2.5 The Basic Policy Framework for Strategic Kaizen. 49 2.5.1 At the Cutting Edge: Identifying Strategic Drivers. 49 2.5.2 Two Productivity Improvement Scenarios .51 2.5.3 The Strategic Intent of Each Strategic Drivers. 53 2.6 Winning Key Strategies. 53 2.6.1 Systematic Productivity Improvement Strategies for the Sales Increase
Scenario. 54 2.6.2 Systematic Productivity Improvement Strategies for the Sales Decrease Scenario.55 2.7 Tracking Strategy Through Strategic Key Performance Indicators. 55 2.7.1 Key Performance Indicators at the Strategic Level.56 2.7.2 Stratifying Strategic Key Performance Indicators. 57 2.8Conclusion.60 References.60 2.1
Contents · ix PART II Chapter 3 Strategie Kaizen Methodology Continuous Measurement and Interpretation.63 Overview. 63 3.1.1 The Stake: KAIZENshiro Setting. 63 3.1.2 The Main Purpose: From KAIZENshiro to Identifying Must-Win Strategic Kaizen. 64 3.2 First Process: Studying the Potential for Strategic Systematic Improvement Point. 65 3.2.1 Flow Structuring and Standardization. 65 3.2.1.1 Target Products. 66 3.2.1.2 Areas, Modules, Processes, and Operations.67 3.2.1.3 Costs: Structuring and Extreme Standardization for Extreme Improvement. 68 3.2.2 Deep Understanding of the Flow Synchronization and Standardization. 72 3.2.2.1 Lead Time. 72 3.2.2.2 Takt Time Synchronization: Bottleneck. 74 3.2.2.3 Buffer Size. 78 3.2.2.4 One-Piece Flow. 79 3.2.2.5 Standardization and Rolling Losses and Waste.80 3.2.3 Deep Understanding of the Work Method, Performance, and Standardization. 83 3.2.3.1 Current Standard Time Analysis and Takt Time. 84 3.2.3.2 Innovative Work Method Design .85 3.2.3.3 Performances: Equipment and Worker. 86 3.2.4 Deep Understanding of the Utilization and
Standardization. 87 3.2.4.1 The Main Losses and Waste Structures. 87 3.1
x · Contents 3.3 3.2.4.2 Current Losses and Waste: Cause-and-Effect Analysis and Standardization. 88 3.2.4.3 Current Cost of Losses and Waste. 95 3.2.4.4 Critical Current Cost of Losses and Waste. 98 3.2.4.5 Probable Cost of Losses and Waste Behavior: The Impact on Strategie KPI Targets. 99 3.2.5 Classification of Strategie Systematic Improvement Points. 100 3.2.6 Deliverables and Completion Criteria: Basic and Auxiliary Strategic Systematic Improvement Points.102 Second Process: Calculating Ideal Takt Profit and Setting Stratified Expectations for KAIZENshiro.102 3.3.1 The Synchronous Profitable Operations. 103 3.3.1.1 Takt Profit for Speed-Based Target Profit: Actual, Target, and Theoretical. 104 3.3.1.2 Ihe Ideal State of Synchronous Profitable Operations. 109 3.3.1.3 Profit Bottleneck and Capacity Bottleneck.Ill 3.3.2 Setting Stratified KAIZENshiro. 114 3.3.2.1 KAIZENshiro for Manufacturing Cost. 114 3.3.2.2 KAIZENshiro Stratification: at the Performance Level. 116 3.3.2.3 KAIZENshiro Stratification: At the Module Utilization Level. 117 3.3.2.4 KAIZENshiro Stratification: At the Module Materials Level. 119 3.3.2.5 KAIZENshiro Stratification: at the Product and Factory Level.120 3.3.3 From Annual KAIZENshiro to MustWin Strategic
Kaizen. 121
Contents · xi Deliverables and Completion Criteria: Stratified KAIZENshiro and Must-Win Strategic Kaizen Identified. 122 3.4 Conclusion. 123 References. 123 3.3.4 Chapter 4 Annual Development of Strategic Kaizen. 125 4.1 4.2 Overview. 125 4.1.1 The Stake: Establishing the Mechanism for Identifying and Planning the Feasible Strategic Kaizen. 126 4.1.2 The Main Purpose: Embody the Annual Strategic Kaizen Way. 128 Third Process: Annual Financial Reconciliation. 129 4.2.1 Summary of the Annual Financial Expectations. 130 4.2.2 From Annual Strategic KPI Targets and KAIZENshiro to Annual Takt Profit. 131 4.2.3 The Seven Steps of the Strategic Kaizen Feasibility Study. 133 4.2.4 Financial Catchball. 134 4.2.4.1 The Basic Approach. 134 4.2.4.2 Diagnosis of Strategic Kaizen: Scientific Basis. 135 4.2.4.3 Quantitative Analysis of KAIZENshiro.136 4.2.5 Appraisal of Strategic Kaizen Feasibility and Setting Targets. 137 4.2.5.1 Under Certainty: One Target and Static
Appraisal. 137 4.2.5.2 Under Uncertainty: Several Targets and Dynamic Appraisal. 140 4.2.6 The Turning Point from Strategic Kaizen to Kaikaku. 141 4.2.7 KAIZENshiro Budgets to Support Annual Takt Profit. 142 4.2.7.1 Planning, Resourcing, Budgeting, and Execution. 143
xii · Contents KAIZENshiro Budgets Integrated into Master Budget. 145 4.2.8 Practice of Strategic Kaizen Target Setting. 145 4.2.9 Deliverables and Completion Criteria: Feasible Strategic Kaizen Alternatives and KAIZENshiro Budget. 147 4.3 Fourth Process: Annual Operational Reconciliation. 148 4.3.1 Summary of the Annual Operational Expectations. 149 4.3.2 Target Production Time in Practice: From Annual Takt Profit to Module Synchronization. 150 4.3.3 Operational Catchball.153 4.3.3.1 Top-Down and Bottom-Up. 153 4.3.3.2 Inside-Out and Outside-In. 155 4.3.4 Products and Modules with Deficiencies. 156 4.3.5 Developing Balanced Scorecard and KPIs.156 4.3.6 Deliverables and Completion Criteria: Balanced Scorecard and Annual Operational Strategic Kaizen. 158 4.4 Fifth Process: Organizing, Planning, and Learning for Strategic Kaizen. 159 4.4.1 Annual Strategic Kaizen Organization. 160 4.4.1.1 The Seven Strategic Kaizen Organization Principles. 160 4.4.1.2 Establishing Holistic and Synergistic Effects of Strategic Kaizen Organization. 162 4.4.1.3 Allocated Ownership for all Strategic Kaizen KPIs at All Levels. 162 4.4.1.4 Allocate Ownership for all Strategic Kaizen Projects. 164 4.4.2 Feedforward
Control. 164 4.4.2.1 Visual Management for Strategic Kaizen. 165 4.4.2.2 Strategic Kaizen Meetings.165 4.4.2.3 Review Mechanism: Risks and Uncertainties.167 4.2.7.2
Contents · xiii 4.4.2.4 lhe Process of Personal Reviews and of Recognition Systems. 167 4.4.3 Planning for Strategic Kaizen. 168 4.4.3.1 The Five Steps to Strategic Kaizen Action Plan and Monitoring. 168 4.4.3.2 Definition and Preparation of Individual Plans. 171 4.4.4 Learning for Strategic Kaizen. 171 4.4.4.1 Continuous Learning for Continuous Strategic Change. 172 4.4.4.2 Strategic Kaizen as a Continuous Source of Training Needs.172 4.4.5 Put Learning into the Synchronous Profitable Operations.172 4.4.6 Deliverables and Completion Criteria: Chronological Targets and Annual Strategic Kaizen Master Plan. 174 4.5 Conclusion.175 References.175 Chapter 5 Implementation and Management of Strategic Kaizen. 177 5.1 5.2 Overview. 177 5.1.1 The Stake: Annual Strategic Kaizen Execution, Control, and Reinforcement.178 5.1.2 The Main Purposes. 179 5.1.2.1 Put the Annual Strategic Kaizen Plans Into Action. 179 5.1.2.2 Maintaining Momentum.180 Sixth Process: Implementing Feasible Strategic Kaizen
Projects. 181 5.2.1 Applying Structured Meetings. 182 5.2.1.1 Organizing Strategic Kaizen Meetings. 183 5.2.1.2 The Mechanism for Early Warning of Problems. 183
xiv · Contents The Main Activities for Each Strategic Kaizen Project Implementation. 185 5.2.3 Concurrent Control for Each Strategic Kaizen. 185 5.2.4 Deliverables and Completion Criteria: The Intermediate and Final Status of Each Strategic Kaizen. 187 5.3 Seventh Process: Follow-Up Management of Strategic Kaizen. 189 5.3.1 Formal Assessment Process. 189 5.3.2 Follow-Up of Each Strategic Kaizen Implementation. 190 5.3.2.1 Standardization: A New Standard vs. New Practice. 190 5.3.2.2 Manage the Target Values of Each Strategic Kaizen. 192 5.3.3 Feedback Control: Evaluation of Gains from All Annual Strategic Kaizen.193 5.3.3.1 Evaluation of the Right Things Measurements and Carefully Recordings. 193 5.3.3.2 Take Action Against Backsliding of Takt Profit and KAIZENshiro. 194 5.3.4 Return to the KPIs at Strategic Level and to the First Process of Strategic Kaizen. 195 5.3.5 The Main Strategic Kaizen Result: The Long-Term Competitiveness Supremacy. 196 5.3.6 Tangible and Intangible Strategic Kaizen Results. 196 5.3.7 Deliverables and Completion Criteria: Operational and Financial Results, Lessons Learned, and Recommendations. 198 5.4
Conclusion. 198 Reference. 199 5.2.2
Contents · XV PART III Strategie Kaizen Sustain and Case Studies Chapter 6 Strategic Kaizen Sustain. 203 Overview of Strategic Kaizen Sustain. 203 6.1.1 The Stake: Robust Long-Term Execution of KAIZENshiro Budgets. 203 6.1.2 The Main Purposes of Strategic Kaizen Sustain. 204 6.2 The Seven Strategic Kaizen Principles. 205 6.3 Strategic Kaizen Design Considerations in Your Organization. 208 6.3.1 Incorporate Strategic Needs into the KAIZENshiro Budget System. 208 6.3.2 Simulating Several Scenarios for Annual Speed-Based Target Profit (SBTP). 208 6.3.3 Setting Strategic Kaizen Targets Linked to KAIZENshiro and to Strategic Target Results. 210 6.3.4 Specific and Customized Thinking for Each Company. 210 6.4 White-Collar Strategic Kaizen. 211 6.4.1 Operational Challenges of White-Collar Strategic Kaizen. 211 6.4.2 The Accuracy of Ideal and Target Takt Profit and KAIZENshiro Budget. 213 6.5 The Strategic Kaizen: Keys to Success. 214 6.6 Conclusion: Strategic Kaizen for Consistent Operational Excellence. 214 Reference. 216 6.1 Chapter 7 Case Studies on Strategic Kaizen for Performing Synchronous
Profitable Operations. 217 7.1 Strategic Kaizen for Sales Increase Scenarios and Strategies at “AA-Company”. 218 7.1.1 Company Characteristics and Management System. 219
xvi · Contents Basic Policy. 219 Problems Prior to Introducing Strategic Kaizen. 220 7.1.4 The First Stage of Strategic Kaizen: Continuous Measurement and Interpretation 222 7.1.4.1 The First Process: Studying the Potential for Strategic Systematic Improvement Points. 222 7.1.4.2 The Second Process: Calculating Annual Takt Profit and Setting KAIZENshiro. 223 7.1.5 The Second Stage of Strategic Kaizen: Annual Development. 224 7.1.5.1 Processes Three and Four: Annual Financial and Operational Reconciliation 225 7.1.5.2 The Fifth Process: Organizing, Planning, and Learning for Strategic Kaizen. 226 7.1.6 The Third Stage of Strategic Kaizen: Implementation and Management. 226 7.1.6.1 The Sixth Process: Strategic Kaizen Project 1 - Synchronization of the Assembly Line to the Takt Time. 226 7.1.6.2 Sixth Process: Strategic Kaizen Project 2 - Synchronization of Semi-finished Products with the Assembly Line. 230 7.1.6.3 Sixth Process: Strategic Kaizen Project 3 ֊ Increase Productivity by Reducing the Cycle Time for Mechanical Processing Equipment. 233 7.1.7 The Seventh Process: Follow-Up Management of Strategic Kaizen. 236 7.1.8 Conclusion. 237 7.1.2 7.1.3
Contents · xvii Strategie Kaizen for Sales Decrease Scenarios and Strategies at “AS-Company”. 238 7.2.1 Company Characteristics and Management System.238 7.2.2 The First Stage of Strategic Kaizen: Continuous Measurement and Interpretation. 239 7.2.3 The Second Stage of Strategic Kaizen: Annual Development. 239 7.2.4 The Third Stage of Strategic Kaizen: Implementation and Management. 239 7.2.4.1 The Sixth Process: Strategic Kaizen Project 1 - Increasing Changeover Efficiency for Grinding Equipment. 240 7.2.4.2 Ihe Sixth Process: White-Collar Strategic Kaizen Project 2֊Reduction Unplanned Consumption of Packaging Materials. 244 7.2.4.3 The Sixth Process: White-Collar Strategic Kaizen Project 3 - The Qualitative Improvement of the Informational Flow of Loading and Unloading Trucks.246 7.2.5 The Seventh Process: The Role of Team Leader of Strategic Kaizen Projects. 248 7.2.6 Ingredients of Strategic Kaizen ImplementationSuccess. 249 7.3 Conclusion: Start to Live Strategic Kaizen for Performing SynchronousProfitable Operations. 251 Reference. 252 7ՀՃ Bibliography. 253 Index. 255 |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:29:23Z |
| indexdate | 2024-07-10T09:46:31Z |
| institution | BVB |
| isbn | 9781032330358 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034073809 |
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| spelling | Posteucă, Alin 19XX- Verfasser (DE-588)1282794515 aut Beyond strategic Kaizen performing synchronous profitable operations Alin Posteucă New York Routledge Taylor & Francis Group 2023 xxxviii, 266 Seiten txt rdacontent n rdamedia nc rdacarrier A Productivity Press Book Kaizen (DE-588)4429179-6 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Qualitätsmanagement (DE-588)4219057-5 gnd rswk-swf Kaizen (DE-588)4429179-6 s Strategisches Management (DE-588)4124261-0 s Qualitätsmanagement (DE-588)4219057-5 s DE-604 Erscheint auch als Onlineausgabe 978-1-003-31785-2 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034073809&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Posteucă, Alin 19XX- Beyond strategic Kaizen performing synchronous profitable operations Kaizen (DE-588)4429179-6 gnd Strategisches Management (DE-588)4124261-0 gnd Qualitätsmanagement (DE-588)4219057-5 gnd |
| subject_GND | (DE-588)4429179-6 (DE-588)4124261-0 (DE-588)4219057-5 |
| title | Beyond strategic Kaizen performing synchronous profitable operations |
| title_auth | Beyond strategic Kaizen performing synchronous profitable operations |
| title_exact_search | Beyond strategic Kaizen performing synchronous profitable operations |
| title_exact_search_txtP | Beyond strategic Kaizen performing synchronous profitable operations |
| title_full | Beyond strategic Kaizen performing synchronous profitable operations Alin Posteucă |
| title_fullStr | Beyond strategic Kaizen performing synchronous profitable operations Alin Posteucă |
| title_full_unstemmed | Beyond strategic Kaizen performing synchronous profitable operations Alin Posteucă |
| title_short | Beyond strategic Kaizen |
| title_sort | beyond strategic kaizen performing synchronous profitable operations |
| title_sub | performing synchronous profitable operations |
| topic | Kaizen (DE-588)4429179-6 gnd Strategisches Management (DE-588)4124261-0 gnd Qualitätsmanagement (DE-588)4219057-5 gnd |
| topic_facet | Kaizen Strategisches Management Qualitätsmanagement |
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