Tab Article

Preface

Section 1 : What is Kaizen?
Chapter 1 : Kaizen is Built on Respect for People
Chapter 2 : A Key to Toyota’s Outstanding Success
Chapter 3 : Sharing Information through Visualization
Chapter 4 : Creating a Common Understanding of Work through Visual Management
Chapter 5 : Examples of Visual Management
Chapter 6 : Knowledge is Not Sufficient—Creativity is Needed
Chapter 7 : We Know Defects Are Waste—Why Can’t We Kaizen Them Away?
Chapter 8 : Understand Time-Tested and Proven Problem Solving Techniques
Chapter 9 : Kaizen Must Be Workplace-Centered
Chapter 10 : Understand the True Nature of Defects
Chapter 11 : How to Find the Root Causes of Defects in the Workplace
Chapter 12 : Getting Rid of the Waste of Inspection
Chapter 13 : Causes of Careless Mistakes & the Pokayoke Concept
Chapter 14 : Three Approaches to Pokayoke
Chapter 15 : How to Cope with Unplanned Minor Stops of Equipment
Chapter 16 : How Can We Learn to See Waste?
Chapter 17 : What to Do When You Cannot Find Topics for Kaizen

Section 2 : Industrial Engineering (IE) Methods Are the Foundation of Kaizen at Toyota
Chapter 18 : What Are IE Methods?
Chapter 19 : The First Step Toward Productigvity Improvement is to Study the Work
Chapter 20 : What is Process Analysis?
Chapter 21 : What is Motion Analysis?
Chapter 22 : Reducing the Number of Motions Using Motion Economy Principles
Chapter 23 : Making Work Easier Using Motion Economy Principles
Chapter 24 : What Are Standard Times?
Chapter 25 : Using the Work Sampling Method to Understand the Process
Chapter 26 : How to Use Work Sampling
Chapter 27 : How to Use Random Timetables
Chapter 28 : Case Example of Analysis in a Workplace with Poor Visibility (Distribution Warehouse)
Chapter 29 : How to Find Waste within a Flow Process
Chapter 30 : How to Do Line Balancing Analysis
Chapter 31 : How to Kaizen Line Balancing

Section 3 : Achieving Manpower Savings by Analyzing Each Process
Chapter 32 : How to Recognize Waste of Transportation
Chapter 33 : Aiming for Zero Transportation
Chapter 34 : Various Types of Transportation Methods in Use at Toyota
Chapter 35 : Don’t Overlook the Waste within Processes
Chapter 36 : Clarify the Roles of People and Machines
Chapter 37 : Enabling Multi-Machine Operation at Injection Molding Plants
Chapter 38 : Education and Training Help People See Waste
Chapter 39 : Proven Techniques Help Expose Problems
Chapter 40 : We Reduced Our Machine Problems to Zero, So Why Can’t We Implement Multiple-Machine Handling?
Chapter 41 : Develop Powers of Observation So Busywork Does Not Fool You
Chapter 42 : Not Only Did We Succeed with Multi-Machine Handling and Manpower Saving, but the Work Became Easier
Chapter 43 : Points to Focus on When Performing a Large Number of Operations
Chapter 44 : Making Work Easier By Applying Motion Economy Principles
Chapter 45 : Be Mindful of Small Details Such as Lighting

Section 4 : Kaizen of Flow Lines Using Time Analysis
Chapter 46 : All Waste is Connected to the Waste of Waiting
Chapter 47 : The Concepts of Takt Time and Line Balancing
Chapter 48 : Operation Improvement through Continuous Time Analysis
Chapter 49 : Case Example of Time Analysis
Chapter 50 : How to Document the Time Study
Chapter 51 : Kaizen in a Flow Line with Six Operators
Chapter 52 : Finding Hints for Kaizen within Parts Drawings
Chapter 53 : Begin Kaizen by Using Proven Techniques
Chapter 54 : The Wonder of Video Analysis : Products Are Made Faster than the Time of the Bottleneck Process
Chapter 55 : Eliminating Busywork and Non-Value Added Work
Chapter 56 : Doubling Productivity through line Balancing by Applying Motion Economy Principles
Chapter 57 : Don’t Overlook the Seconds of Kaizen Opportunity
Chapter 58 : Find Waste in Motion Elements by Using Motion Economy Principles
Chapter 59 : Waste of Motion and Waste of Waiting
Chapter 60 : Toyota-Style IE Is a Total Company Approach Linked Directly to Profit

Bibliography
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