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Book pic The Power and Magic of Lean: A Study in Knowledge Transfer


Kaikaku by Norman Bodek

KAIKAKU are Chinese characters which mean: transformation of the mind, working with others to achieve radical change, and to bring new and vital change to your organization.

Lean as an all-out war against waste -- the waste that results from inefficiency, as well as the waste that is brought about by the underutilization of people.

Norman Bodek presents a fresh perspective with respect to keeping only value-adding processes and optimizing the creative capacity of manpower.

Defining Waste
Kaikaku by Norman Bodek

Types of Waste:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 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

Improving Productivity in Japan

Kaikaku by Norman Bodek

No person had a private office. Each morning, people held an informal meeting. 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

SMED Quick Changeovers

Kaikaku by Norman Bodek

The ideal setup change is no setup at all or within seconds. Insure that tools are always ready and in perfect condition. Move whatever resource is available to a bottleneck machine to speed up the changeover. 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. Blow a whistle and have a team of workers respond to each changeover. Establish goals to reduce changeover times, record all changeover times and display them near the machine. Distinguish between external and internal setup activities and try to convert internal to external setup.

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. Manufacturing cells Multi-skilled workers Innovation Profit = Sales Price - Cost

The Five Rules of On-Error-Training

Kaikaku by Norman Bodek

The best time to train workers is when an error is first detected. It is also the best time to solve a problem.

1. 2. 3. 4. 5.

Himself / herself rule Quickly rule Actually rule Support rule Dont speak rule

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, and encourage improvements by self-development.

Increase the level of worker morale and create an environment in which everyone is more conscious about quality, problems and the needs for improvement.
Function as a nucleus for company-wide quality control.

Quality Circles
Kaikaku by Norman Bodek

Three Basics of the QC Circle

1. Allow all workers to participate in contributing to the improvement and development of the enterprise.
Build in greater respect for humanity at work. Display human capabilities to their fullest.

2. 3.

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