Kaikaku Book pic The Power and Magic of Lean: A Study in Knowledge Transfer AUTHOR: Norman Bodek PUBLISHER: PCS Press DATE OF PUBLICATION: 2004 NUMBER OF PAGES: 406 pages .

as well as the waste that is brought about by the underutilization of people. .’ and ‘to bring new and vital change to your organization. Norman Bodek presents a fresh perspective with respect to keeping only value-adding processes and optimizing the creative capacity of manpower.THE BIG IDEA Kaikaku by Norman Bodek KAIKAKU are Chinese characters which mean: ‘transformation of the mind.the waste that results from inefficiency.’ Lean as an all-out war against waste -.’ ‘working with others to achieve radical change.

Defining Waste Kaikaku by Norman Bodek Types of Waste: 1. 8. 4. 10. 3. Inventory (wastes of stock) Motion Transportation or moving of things Defects Waiting time or delays Overproduction that is ahead or behind schedule Processing Inspection inefficiencies Excess costs Lack of creativity . 5. 6. 2. 9. 7.

Humanization of the work environment Inventory control systems In-house training Lifetime employment system Group decision making Management and employee participation programs Cooperation between design and manufacturing engineers Special emphasis on quality control . people held an informal meeting.Improving Productivity in Japan Kaikaku by Norman Bodek           No person had a private office. Each morning.

Move whatever resource is available to a bottleneck machine to speed up the changeover. Establish goals to reduce changeover times. Insure that tools are always ready and in perfect condition. Blow a whistle and have a team of workers respond to each changeover. Distinguish between external and internal setup activities and try to convert internal to external setup. . record all changeover times and display them near the machine. Put scale settings on all parts of the production line that have to be adjusted or moved to a different position for different products / sizes and keep a record of the required settings for the different products.SMED – Quick Changeovers Kaikaku by Norman Bodek        The ideal setup change is no setup at all or within seconds.

Manufacturing cells Multi-skilled workers Innovation Profit = Sales Price .Japanese Gems / Exemplary Practices Kaikaku by Norman Bodek                Continuous improvement Long-term vision Kanban Quality control circles (QCC) Total quality control Robotics The next process was the customer Lifetime employment Jidoka Andon Kaizen – the improvement engine.Cost .

4. 3. 2. It is also the best time to solve a problem.The Five Rules of On-Error-Training Kaikaku by Norman Bodek “The best time to train workers is when an error is first detected. Himself / herself rule Quickly rule Actually rule Support rule Don’t speak rule .” 1. 5.

problems and the needs for improvement. Increase the level of worker morale and create an environment in which everyone is more conscious about quality. and encourage improvements by self-development. Function as a nucleus for company-wide quality control. • • .Quality Circles Kaikaku by Norman Bodek Basic Philosophy of the Quality Circle: • Improve the leadership and management abilities of the foreman and first-line supervisors in the workshop.

2.Quality Circles Kaikaku by Norman Bodek Three Basics of the QC Circle 1. Build in greater respect for humanity at work. 3. Display human capabilities to their fullest. Allow all workers to participate in contributing to the improvement and development of the enterprise. .

bizsum.com. . it sends out to subscribers a 9. For more information.to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States every week.com is a business book Summaries service. Every week.ABOUT BUSINESSSUMMARIES Kaikaku by Norman Bodek BusinessSummaries. please go to http://www.

Sign up to vote on this title
UsefulNot useful