Figure 1.1 The KAIZEN umbrella

Figure 1.2 Japanese perceptions of job functions (1)

Figure 1.3 Japanese perceptions of job functions (2)

Figure 1.4 Western perceptions of job functions

Figure 1.5 Innovation-centered job functions

Figure 1.6 Hierarchy of KAIZEN involvement

Figure 1.7 Deming wheel

Figure 1.8 Process-oriented (P) criteria vs. result-oriented (R) criteria

Figure 2.1 Features of KAIZEN and innovation

Figure 2.2 Ideal pattern from innovation

Figure 2.3 Actual pattern from innovation

Figure 2.4 Innovation alone

Figure 2.5 Innovation plus KAIZEN

Figure 2.6 Total manufacturing chain

Figure 2.7 Another comparison of Innovation and KAIZEN

Figure 2.8 Western and Japanese product perceptions

Figure 2.9 Upcoming Japanese product perceptions

Figure 3.1 Why customers had to wait

Figure 3.2 What make customers wait

Figure 3.3 Check sheet—designed to identify the problems

Figure 3.4 Reasons why callers had to wait

Figure 3.5 Reasons why callers had to wait (Pareto diagram)

Figure 3.6 Effects of QC (comparison of before and after QC)

Figure 3.7 Effects of QC (Pareto diagram)

Figure 3.8 Correlation between Deming Wheel and PDCA cycle

Figure 3.9 Initial PDCA cycle

Figure 3.10 Revised PDCA cycle

Figure 3.11 Western PDCF Cycle

Figure 3.12 Interaction of PDCA and SCCA cycles with KAIZEN and maintenance

Figure 3.13 Outline of processes

Figure 3.14 Yield graph of resin output for reaction tank A

Figure 3.15 Resin-Output histogram

Figure 3.16 Cause-and-effect diagram

Figure 3.17 Analysis of variation within batch and countermeasures

Figure 3.18 Resin-yield graph and x-bar R control chart

Figure 3.19 Output histogram

Figure 3.20 Problem-solving cycle

Figure 4.1 Three segment of KAIZEN

Figure 4.2 PDCA within the PDCA cycle

Figure 4.3 Formal and informal structures for corporate progress

Figure 4.4 Aisin-Warner suggestion form

Figure 4.5 Canon suggestion form (simplified form)

Figure 4.6 Canon suggestion form—advanced placement (for work improvement)

Figure 5.1 KAIZEN-managing vs. maintenance-managing

Figure 5.2 The QCS wheel

Figure 5.3 Functional vs. cross-functional matrix

Figure 5.4 Product development in a typical company

Figure 5.5 Product development at ideal company

Figure 5.6 List of cross-functional QA activities for each department

Figure 5.7 List of QA activities at the product planning stage

Figure 5.8 Organization of TQC activities at Komatsu

Figure 5.9 Ends/means chart for policy deployment

Figure 5.10 Use of control charts to check abnormalities

Figure 5.11 Control points and check points

Figure 5.12 A chart showing deployment of quality requirements at JNR

Figure 6.1 Labor response to KAIZEN implementation

Figure 6.2 Outline of QA (quality assurance) implementation

Figure 6.3 QC training

Figure 6.4 Outline of tools

Figure 6.5 Tool utilization

Figure 6.6 Quality assurance systems diagram

Figure 6.7 Quality assurance activity table (example)

Figure 6.8 Systems diagram for customer complaint processing (major quality problems)

Figure 7.1 Breakeven point and profit for company A

Figure 7.2 Breakeven point and profit for company B

Figure 7.3 Number of customer complaints at Kobayashi Koe after introducing TQC

Figure 7.4 Production cost at Kobayashi Koe after introducing TQC

Figure G.1 CPS (Canon production system) structure chart

Figure G.2 Canon’s nine waste categories

Figure G.3 Nine wastes in production

Figure G.4 KAIZEN project

Figure G.5 List of annual awards provided at Canon

Analytical approach (to management improvement)

Autonomation

Check points and control points

Cross-functional management

Deming cycle

Design approach (to management improvement)

Five management objectives of factory management

Goal & measures

Improvement

Jidohka (see Autonomation)

Just-in-time

KAIZEN

Kamban

Maintenance

Manageable Margin

PDCA cycle

Policy (in Japanese management)

Policy deployment

Policy prioritization

Process-oriented management

QC (Quality control)

QC (Quality control) circles

QCS (Quality, cost, scheduling)

Quality

Quality assurance

Quality deployment

Q seven and the New Seven

Results-oriented management

SDCA cycle (Standardize, do, check, action)

Seven-up campaign

Standardized work

Standards

Suggestion system

TPM (Total Productive Maintenance)

TQC (Total Quality Control)

University of Labor

Visible Management

Warusa-kagen

Japan’s phases

Improve everything

Japan’s improvements

Multinationality

KAIZEN is the key to Japanese competitive success

Differences between Japanese and Western approaches to management

Western vs. Japanese

KAIZEN means ongoing improvement involving everyone

Philosophy - our way of life deserves to be constantly improved

KAIZEN umbrella that covers many other concepts

Not a day goes by without some kind of improvement being made somewhere in the company

A process-oriented way of thinking and developing strategies that assure continuous improvement involving people at all levels of the organizational hierarchy.

Job functions and standards

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Maintenance

Improvement

Hierarchy of KAIZEN involvement (See fig 1.6)

Concern for productivity & quality

No matter what the substance of quality and productivity the other side of the coin has always been KAIZEN.

KAIZEN is a problem-solving process

Clarification of terms connected with KAIZEN

History of the quality movement in Japan (Deming & Juran)

TQC undergoes perpetual change and improvement

Typical issues dealt with in Japan

See chapter 3

A part of the KAIZEN program

A great number of suggestions

Management works hard to consider these suggestions

Play a vital role in upgrading standards

Competition

Competition for larger market share

Japanese companies are now even competing in introducing better and faster KAIZEN programs

KAIZEN ensures that there will be continuous improvement for improvement’s sake

KAIZEN generates process-oriented thinking

Processes must be improved before we get improved results

KAIZEN is people-oriented

KAIZEN is directed at people’s efforts

Process oriented (P) criteria vs. Result-Oriented (R) criteria

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Two contrasting approaches to progress

Comparison of the main features of KAIZEN and of innovation

To implement

Innovation is supposed to bring about progress in a staircase, but it usually does not

Innovation alone

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Innovation plus KAIZEN

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KAIZEN

Total manufacturing chain

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Another comparison of Innovation & KAIZEN

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Western and Japanese product perceptions

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Upcoming Japanese product perceptions

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Cost improvement

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Technological improvement does not seem to require a Ph.D.

Once a new technology has been identified

The problems of how American engineers are utilized & the engineers’ own perception of his job p36

Productivity and quality control are measures for checking results and not reality

What is reality & what has to be done?

Contrasting R vs. P criteria

When the manager is looking for a specific result, such as quarterly profits, productivity indices, or quality level, his only yardstick is to see whether the goal has been achieved or not.

On the other hand, when he uses process-oriented measures to look into the efforts for improvement, his criteria will be more supportive and he may be less critical of the results, since improvement is slow and comes in small steps.

Establish rapport with workers

KAIZEN requires rituals

Benefits of KAIZEN may be felt in 4-5 years

Different kind of leadership

KAIZEN a truly satisfying experience

Speak with data

Quality first, not profit first

Managing the previous process (managing upstream)

The next process is the customer

Customer-oriented TQC, not manufacturing-oriented TQC

TQC starts with training and ends with training

Cross-functional management to facilitate KAIZEN

Follow the PDCA cycle (A continuation of the Deming wheel)

Use the QC story to persuade

Standardize the result

Just-in-time production

A example of Management-Oriented KAIZEN

Systems improvement

Small-group activities

KAIZEN

Organized labor

People

Job

Create environment

Toyota/GM JV Story

NUMMI (New United Motor Manufacturing, Inc.)

Cooperation <picture> Confrontation continuum

Stealing jobs

Management

Management and labor: Enemies or allies?