Relevant bibliographies by topics / Kaizen Methodologies (Continuous Improvement)

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Kaizen Methodologies (Continuous Improvement)'

Author: Grafiati
Published: 18 April 2022
Last updated: 25 April 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Kaizen Methodologies (Continuous Improvement).'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Kaizen Methodologies (Continuous Improvement)"

1

Sousa Silva, Reissa, David Barbosa de Alencar, Alexandra Priscilla Tregue Costa, and Antônio Estanislau Sanches. "Kaizen Philosophy Application as Production Standardization and Process Optimization." International Journal for Innovation Education and Research 7, no. 11 (November 30, 2019): 808–16. http://dx.doi.org/10.31686/ijier.vol7.iss11.1936.

Full text
Abstract:
Market competitiveness has increased and companies are increasingly looking for methodologies that enable them to have higher productivity and organization at work, at low cost. More flexible and innovative processes and products are key to the survival and success of many companies. The importance of a study of Kaizen philosophy is due to the fact that it is based on continuous efforts to improve the system. Therefore, the present study aims to clarify the process of continuous improvement through the implementation of the Kaizen tool so that it can guide the productive improvement of companies in the Manaus (AM) industrial hub. This scientific article was elaborated, based on the bibliographic research resulting from an analysis, which considered the two-axis cross perspective - Kaizen philosophy and continuous improvement. This article demonstrates the Kaizen continuous improvement tool as it emerged and the benefits generated in environments that encourage learning and cooperation among individuals, working on human resource development so that improvement initiatives are truly continuous.
APA, Harvard, Vancouver, ISO, and other styles
2

Galli, Brian J. "Continuous Improvement, Six Sigma and Risk Management." International Journal of Strategic Engineering 3, no. 2 (July 2020): 1–23. http://dx.doi.org/10.4018/ijose.2020070101.

Full text
Abstract:
The competitive business environment today is something that has never been seen before, as technology continues to challenge the way in which business has been done. As profit margins continue to shrink, it is imperative that companies have robust methods of process management to ensure peak efficiency. Continuous improvement, known as Kaizen in Japanese, is a natural step forward that is informed by the decisions made using risk management. The purpose of this article is to study the relationship between continuous improvement and risk management. In order to accomplish this task, proper definitions will be established, and proof will be provided of their relationship in real-world examples. This article represents the ideas of Lean Six Sigma and Kaizen as methods to improve the processes in many different settings, as they become excellent tools for the continuous improvement phase. Six Sigma is a set of techniques that can detect and improve defects to reduce the variability in processes that may lead to undesirable inconsistencies. Moreover, the article looks at the barriers that stop companies from adopting these methodologies. Finally, the article discusses a method for the implementation of Kaizen and Lean Six Sigma in the form of A3.
APA, Harvard, Vancouver, ISO, and other styles
3

de Mera Sánchez, Prado Díaz, Cristina González Gaya, and José M. Arenas Reina. "The Holistic Approach of the Industrial Strategies of Continuous Improvement." Key Engineering Materials 502 (February 2012): 133–38. http://dx.doi.org/10.4028/www.scientific.net/kem.502.133.

Full text
Abstract:
Research in the late 80´s on technological companies that develop products of high value innovation, with sufficient speed and flexibility to adapt quickly to changing market conditions, gave rise to the new set of methodologies known as Agile Management Approach. In the current changing economic scenario, we considered very interesting to study the similarities of these Agile Methodologies with other practices whose effectiveness has been amply demonstrated in both the West and Japan. Strategies such as kaizen, Lean, World Class Manufacturing, Concurrent Engineering, etc, would be analyzed to check the values they have in common with the Agile Approach.
APA, Harvard, Vancouver, ISO, and other styles
4

Fonseca, Luis Miguel, and José Pedro Domingues. "The best of both worlds? Use of Kaizen and other continuous improvement methodologies within Portuguese ISO 9001 certified organizations." TQM Journal 30, no. 4 (June 11, 2018): 321–34. http://dx.doi.org/10.1108/tqm-12-2017-0173.

Full text
Abstract:
Purpose ISO 9001:2015 edition, by adopting modern management and quality approaches, can foster the application of continuous improvement (CI) methodologies. The purpose of this paper is to assess the level of utilization of Kaizen and other CI methodologies within Portuguese ISO 9001 certified organizations, namely, amid organizations that have already implemented ISO 9001:2015. Design/methodology/approach After the literature review, a quantitative research, supported on an online survey, was adopted. The survey yielded 309 valid responses (response rate 18 percent) encompassing 71 organizations already certified against ISO 9001:2015 and the remaining 238 against ISO 9001:2008. The results of the statistical analysis performed were reviewed with a focus group of five quality and organizational excellence managers. Findings The results show a mildly use of Kaizen, Lean and Six Sigma (SS) by Portuguese ISO 9001 certified organizations, which is increase when compared to previous studies. The sample of organizations that are already certified by ISO 9001:2015 have mean and median levels of customer improvement methodologies adoption (Lean, Kaizen, SS) higher than those that are still certified against ISO 9001:2008. However, the Kruskal-Wallis test showed that these differences are not statistically significant. Concerning the adoption of these methodologies by activity sector, the sample median values seem to suggest that Lean and SS are more commonly adopted in the industry than in the services, but according to the Kruskal-Wallis test these differences are not statistically significant. Checklists, plan-do-check-act cycle and process diagrams, followed by DMAIC, are the quality tools that are most frequently adopted. A high workload due to the transition process for ISO 9001:2015 and the lack of qualified people were suggested as possible explanations for these results by the Expert Focus Group. Research limitations/implications The study is restricted to ISO 9001 certified organizations in Portugal and due to the short time since ISO 9001:2015 implementation it should be considered as having an explanatory nature and subject to future confirmation. Originality/value This study on the application of CI methodologies between ISO 9001:2015 and ISO 9001:2008 certified organizations contributes to the Kaizen and CI body of knowledge and provides inputs to the organizations and professionals that aim to successfully apply it.
APA, Harvard, Vancouver, ISO, and other styles
5

Sesar, Vesna, and Anica Hunjet. "THE PRACTICE OF CONTINUOUS IMPROVEMENT BEHAVIOURS IN MANUFACTURING COMPANIES WITH ISO 9001." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (September 2021): 147–55. http://dx.doi.org/10.17818/diem/2021/1.15.

Full text
Abstract:
Continuous improvement gained much attention in the literature as one of the principles in total quality management and practice under methodologies such as Lean or Six Sigma. Continuous improvement in organizations represents a comprehensive process that includes involvement of all people on all organizational levels to make improvements throughout the whole organization. Therefore, building and sustaining the organizational CI capability through practicing the CI behaviours leads to achieving better efficiency, effectiveness and business results of the organization. Also applying CI behaviours leads to change in organizational culture which is, in the long run, oriented toward making every day continuous improvements. The purpose of this paper is to present which CI behaviours can be developed in organization and measured according to the Bessant's evolutionary model of continuous improvement behaviour. Also, the goal of the research is to present based on the conducted research, the state of CI practice regarding adopted CI behaviours which will be presented as the development level of CI behaviours that researched manufacturing companies in Croatia with ISO 9001 certificate, have. Keywords: continuous improvement behaviours, kaizen, model
APA, Harvard, Vancouver, ISO, and other styles
6

Alosani, Mohammed Saleh. "Case example of the use of Six Sigma and Kaizen projects in policing services." Teaching Public Administration 38, no. 3 (May 3, 2020): 333–45. http://dx.doi.org/10.1177/0144739420921932.

Full text
Abstract:
This paper aims to elaborate on the use of Six Sigma and Kaizen in policing services. Two case examples are discussed, followed by a review of the key implications obtained from the projects. In optimising the quality of policing services to the community, the police agencies in the UAE are faced with numerous challenges. This paper aims to provide further evidence of the use and applicability of Six Sigma and Kaizen in the policing field and to propose the direction for future studies. Based on the study results, it is proposed that the methodologies from Six Sigma and Kaizen are adopted in policing services to achieve an improvement in all aspects of their environment, including the process of service delivery, service effectiveness and efficiency, and the reduction of operational costs. This study is considered one of the few that have reported the use and benefits of these methods in policing services. Specifically, the findings have provided implications to the general arguments on the effectiveness of Six Sigma and Kaizen and their applicability in police agencies under the public sector, leading to further contributions which fill the research gap. Moreover, this study offers significant value for practitioners and managers in the organisations under the public sector to exert continuous improvement in the provision of services or products and organisational performance.
APA, Harvard, Vancouver, ISO, and other styles
7

Jaca, Carmen, Marta Ormazabal, Elisabeth Viles, and Javier Santos. "Environmental comfort based (ECB) methodology as a tool for preparing Kaizen application in a catering service company." TQM Journal 30, no. 4 (June 11, 2018): 281–95. http://dx.doi.org/10.1108/tqm-10-2017-0117.

Full text
Abstract:
Purpose The purpose of this paper is to develop a methodology that is based on the concept of environmental comfort and can serve as a tool that can help companies and employees to implement Kaizen projects. This methodology focuses on the worker’s participation in analyzing and developing improvements related to their workplace. Design/methodology/approach This research is focused on the development of a methodology that encourages worker participation in improvement activities, through the analysis of their working conditions. For this purpose, the proposed methodology was developed in accordance with the dimensions of workplace comfort proposed by Vischer. The employees start working on the analysis of problems and their solutions through the logical framework approach, as it is a tool that encourages worker participation and consensus. The developed methodology was applied in a company, with three different groups of people, which enabled the authors to test its utility. Findings The findings reveal that the proposed methodology is effective in initiating workers in the path of Kaizen. The employees who applied this methodology were able to propose improvement actions that addressed the problems and opportunities that they had previously detected. Moreover, the questionnaire that was used to validate the methodology and was administered to employees shows that the methodology is useful in preparing them for adopting continuous improvement (CI) programs. Research limitations/implications The methodology presented in this paper has been applied and evaluated by a small number of employees. These limitations suggest future research recommendations. Practical implications This participatory methodology could be used by different types of companies to initiate employees on the path of CI, even if they are not familiar with improvement programs or methodologies. In addition, its use could improve the capabilities of employees in areas such as participatory analysis, problem identification and proposal of objectives. These capabilities are necessary in any Kaizen project. As a result of the application of this methodology, the companies could obtain a list of areas of improvement related to their work and propose actions to work on. Originality/value The paper presents the use of environmental comfort in the workplace as the first step in accomplishing a Kaizen project, with a focus on the employee involvement and consensus.
APA, Harvard, Vancouver, ISO, and other styles
8

Fernández Carrera, Jon, Alfredo Amor del Olmo, María Romero Cuadrado, María del Mar Espinosa Escudero, and Luis Romero Cuadrado. "From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept." Sustainability 13, no. 19 (September 29, 2021): 10810. http://dx.doi.org/10.3390/su131910810.

Full text
Abstract:
Introducing methodologies that promote innovation and continuous improvement in organizations is no longer optional; therefore, organizations are increasingly using methodologies based on Lean principles. Among them, the 6S tool stands out from the rest, commonly used to establish and maintain a high-quality environment, which it has capacity for due to its status as a kaizen process. Thus, this research seeks to evaluate the relationship between Corporate Social Responsibility and the Lean 6S tool and, in the end, create synergies between them in order to enhance the 6S tool’s capabilities. To achieve this, a literature review and analysis of Lean 6S and CSR were performed, and a survey was also proposed to further the understanding of the relationship. With the analyzed sample, it can be confirmed that a relationship exists between the level of implementation of Lean tools and the level of development of CSR policies; therefore, companies that have implemented Lean tools such as 6S are organizations concerned with sustainability, and the hypothesis that organizations that apply Lean also have a high implementation of CSR is validated. Future work should further develop this relationship so that sustainability is no longer considered as implicit in the application of Lean tools but rather as part of them. This research proposes to develop the 6S tool toward the 7S tool to facilitate the inclusion of a CSR policy in a procedural and simple way.
APA, Harvard, Vancouver, ISO, and other styles
9

Hamoumi, Mohammed, Abdellah Haddout, and Mariam Benhadou. "The 5 Dimensions of Problem Solving using Dinna: Case Study in the Electronics Industry." International Journal of Data Mining & Knowledge Management Process 11, no. 05 (September 30, 2021): 19–29. http://dx.doi.org/10.5121/ijdkp2021.11502.

Full text
Abstract:
Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This result in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.
APA, Harvard, Vancouver, ISO, and other styles
10

Hamoumi, Mohammed, Abdellah Haddout, and Mariam Benhadou. "The 5 Dimensions of Problem Solving using Dinna: Case Study in the Electronics Industry." International Journal of Data Mining & Knowledge Management Process 11, no. 5 (September 30, 2021): 19–29. http://dx.doi.org/10.5121/ijdkp.2021.11502.

Full text
Abstract:
Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This result in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Kaizen Methodologies (Continuous Improvement)"

1

Al-Hyari, K. A., Zaid M. K. Abu, O. S. Arabeyyat, L. Al-Qwasmeh, and Mohamed Haffar. "The Applications of Kaizen Methods in Project Settings: Applied Study in Jordan." The TQM Journal, 2019. http://hdl.handle.net/10454/17291.

Full text
Abstract:
No
Purpose. The purpose of this paper is to explore the results of implementing the Kaizen approach in a caravan repairing project near the Jordanian–Syrian border in the Zaatari camp. Design/methodology/approach. The study is based on the exploratory qualitative research approach. The data were collected through interviews and on-site observation with employees who were involved with the caravan maintenance project and have adequate knowledge and information about this project. In this process, a fishbone diagram, a quality control tool, is used to recognize and explain a causal-effect relationship under the selected Kaizen theme. Findings. The findings suggest that the Kaizen approach was economical in terms of both money and time. Also, waste elimination can be achieved through a variety of tools and easily combined with the Kaizen approach. Implementing the Kaizen approach is an effective and reliable system that allows for the tackling of all types of inefficiencies in the caravan repairing project. Research limitations/implications. The findings of this study will help policy makers and managers put together suitable and effective policies that will assist those firms in overcoming the demands of customers and competitors to deliver high quality, inexpensive products in less time through the application of the Kaizen approach. This, in turn, will lead to improved quality, efficiency and productivity in the most cost-effective way. However, these results should not be generalized since they are only confined to the context of caravan repairing project. Originality/value. Very little research has been done that takes into account the contexts of developing countries. Additionally, most literature presents the use of Kaizen applications only in the manufacturing or production sectors. This study is the first to implement Kaizen as a continuous improvement technique in a caravan repairing project – a job shop industry different from the repetitive batch work environment that is usually associated with implementation of Kaizen. The current research should be of great interest to researchers, managers and professionals who wish to apply Kaizen approach as it is sustainable over time in similar projects.
APA, Harvard, Vancouver, ISO, and other styles
2

Jay, Wayne G. W. "Application of lean and continuous improvement methodologies at a biopharmaceutical manufacturing site." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/50087.

Full text
Abstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.
Includes bibliographical references (p. 61-62).
Heightened competitive pressures, changes in the regulatory atmosphere, and dropping research and development productivity have been plaguing the pharmaceutical and biotechnology industries. Amgen has felt the effects of these forces and launched a new effort to improve its operations via continuous improvement and Lean, ultimately reducing costs and improving productivity of operations. This thesis examines one example of a process improvement effort at Amgen's Fremont manufacturing facility. This project involved characterizing the cycle times of their buffer solution preparation processes, leading to targeted actions to both minimize variability in the process and to reduce the amount of time and effort to manufacture tanks of buffer solution. Tools and ideas from Lean and Six Sigma were applied and a prioritized action plan was presented to the company. This thesis also provides a broader examination of how such continuous improvement efforts can fit into the biotechnology industry with its idiosyncrasies.
by Wayne G.W. Jay.
S.M.
M.B.A.
APA, Harvard, Vancouver, ISO, and other styles
3

Bucher, Ryan Michael. "Application of continuous improvement methodologies and techniques in the Drug Design Cycle." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/104402.

Full text
Abstract:
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: S.M. in Engineering Systems, Massachusetts Institute of Technology, School of Engineering, Institute for Data, Systems, and Society, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 157-162).
Amgen, one of the world's leaders in biotechnology, is currently investing in ways to better serve its patients by providing new drugs sooner, and to ensure its competitiveness for years to come. One way is to increase the efficiency within Research & Development (R&D), specifically within the Drug Design Cycle (DDC). This is driven by the fact that the average development time for a drug is 10-15 years and drug discovery comprises 3-6 years of this. The DDC process is the main iterative drug discovery process for designing a compound, synthesizing it, and testing it with the intent on identifying the optimal drug candidate for clinical trials, used predominately in the hit-to-lead and lead optimization phases of drug development. The scope of this effort was to apply continuous improvement methodologies and techniques to Amgen's DDC with goals to reduce overall cycle time by 30% and further develop a sustainable process for applying continuous improvement across Amgen labs. Through literature review and by implementing these continuous improvement methodologies and techniques over the six-month duration of the study, over 24 total improvements were incorporated across the primary DDC. These 24 improvements led to a total reduction of 70 days in cycle time per compound (64% improvement), exceeding initial expectations. Additional improvements during this study include: developing a novel approach to measuring quality of the drug design cycle to ensure molecule quality does not degrade with increased process speed; installing a management system to ensure improvements are sustained and roadblocks are quickly identified and addressed; creating system simulation tools to inform management of optimal assignments per chemist and where bottlenecks are likely to present themselves; and optimizing equipment and service priorities based on criticality to the drug design cycle. In total, these improvements have shown to have significant benefits in reducing cycle time and increasing the speed of learning, which has enormous potential in reducing the time to deliver drugs to patients at a reduction in the cost for development, concluding that using a methodical approach at implementing continuous improvement can have substantial benefits within a pharmaceutical R&D environment.
by Ryan Michael Bucher.
M.B.A.
S.M. in Engineering Systems
APA, Harvard, Vancouver, ISO, and other styles
4

Rainho, Maria de Fátima Valez. "Relatório Integrador da Actividade Profissional." Master's thesis, ISA/UL, 2014. http://hdl.handle.net/10400.5/9203.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

B, Arriola Oliveros, Oliveros B. Arriola, Oliveros B. Arriola, Granja A. Denis, and Dionisio S. Rodríguez. "An initial evaluation of a method for adopting kaizen events in the construction sector." Potificia Universidad Catolica de Chile, 2018. http://hdl.handle.net/10757/624667.

Full text
Abstract:
Currently, construction companies have shown a need to adopt process improvement systems in order to function competitively in the market. However, civil construction, compared to the manufacturing, still has deficiencies relating to the incorporation of new improvement systems. Thus, the use of Kaizen Events (KE) is one of the main mechanisms used to perfect processes during the production (execution) phase of a product, ensuring enhanced performance and added value to the client. The present research sought to evaluate a method for adopting KE in the construction sector. The data-gathering tools used were a questionnaire and a focus group where academics and/or experts who fit a specific profile participated. A methodological strategy for the development of the work was adopted under the approach of Design Science Research (DSR) and the theoretical referential was developed from a Systematic Literature Review (SLR). Improvements were made to the method to improve its applicability and functionality in real life scenarios using the results obtained. Accordingly, the results show horizons for future research on KE in civil construction.
Revisión por pares
APA, Harvard, Vancouver, ISO, and other styles
6

Costa, Susana Santos Oliveira Viana. "Impacto na empresa Tesco, da aplicação da filosofia Kaizen nas suas operações." Master's thesis, Instituto Superior de Economia e Gestão, 2013. http://hdl.handle.net/10400.5/11077.

Full text
Abstract:
Mestrado em Gestão e Estratégia Industrial
A qualidade apresenta-se atualmente como um vértice cada vez mais fulcral, tanto para empresas como para consumidores individuais. Consumidores e mercados estão cada vez mais informados e exigentes, no que diz respeito à qualidade pretendida em cada oferta de valor. Porém, para que haja um aumento da qualidade, sem que ocorra um aumento de custos associados, deverá ocorrer uma melhoria de forma contínua - Kaizen. O presente trabalho ambiciona contribuir para um maior conhecimento da filosofia Kaizen. Para tal, pretende-se compreender o impacto da sua aplicação na indústria, identificando qual a perceção dos colaboradores da empresa portuguesa Tesco relativamente à mesma. Desta forma, foram recolhidos 30 inquéritos pelos trabalhadores da empresa Tesco, com o intuito de depreender qual o conhecimento geral sobre a filosofia Kaizen, e de que modo esta teve implicações no dia-a-dia da empresa e nas suas operações. Dos resultados obtidos, é de realçar que, de uma maneira geral, todos os trabalhadores da Tesco estão satisfeitos com o Kaizen e com o impacto que a sua aplicação teve nas suas tarefas diárias. A valorização de cada recurso humano foi claramente essencial para o sucesso desta filosofia.
Quality is actually viewed as a main structure - both for companies and individual consumers. Consumers and markets are increasingly informed about what they consider to be the component "quality" in the value proposal. However, for there to be an increase in quality that occurs without an increase in costs, an improvement should occur continuously - Kaizen. The present work aims to contribute to a better understanding of the Kai¬zen's philosophy. Furthermore, it wants to understand the application impact in the industry, through the perception from the employees of the Portuguese company Tesco. This way, 30 surveys were collected by the Tesco's employees, in order to deduce what the general knowledge about the Kaizen philosophy, and how it had an impact on day-to-day business and operations. From our results, in general, all of Tesco's employees are satisfied with Kaizen's philosophy and with the impact that its application has had on their dairly taks. The value of each Human Resource was clearly essential to the success of this philosophy.
APA, Harvard, Vancouver, ISO, and other styles
7

Erdogan, Sevtap. "Development of a Tool to Measure the Effectiveness of Kaizen Events within the Wood Products Industry." Thesis, Virginia Tech, 2015. http://hdl.handle.net/10919/56610.

Full text
Abstract:
Kaizen implementation and other continuous improvement practices can be used by companies to lower manufacturing costs and increase product value. Kaizen activities are one way that wood products companies can increase their competitiveness. Being able to measure the effectiveness of Kaizen events is important to factors that contribute to Kaizen effectiveness as well as identifying the success of Kaizen implementation. However, little research has focused on the implementation of Kaizen and other continuous improvement methods within the wood products industry or on the perceptions of employees within this industry regarding either the motivators for, barriers to, and effectiveness of perceptions of Kaizen, or the drivers affecting Kaizen implementation. The goal of this research is to develop a tool to measure the effectiveness of Kaizen and to apply this tool to companies within the wood products industry. To accomplish this research goal, a case study approach was used in examining how two U.S. wood products companies implemented Kaizen and other continuous improvement initiatives and how employees at these companies viewed such implementation. As part of this case study, interviews were conducted with staff in each company and surveys were administered to production and non-production employees at each company. A tool was developed to measure the perceived effectiveness of Kaizen events, and this tool was tested using the survey data were collected from each company. The results from these analyses show statistically significant differences in how production employees across companies viewed the following: motivators related to cost and quality outcomes, as well as the success of other companies, as motivators for Kaizen; and barriers related to middle management, time, money, technology, and poor past experiences. Poor past experience with Kaizen were also viewed significantly differently by production and non-production employees in one of the companies studied. The results also show that perceptions of productivity improvements were the most significant predictor of the perceived effectiveness of Kaizen implementation. These results and the development of a tool to measure Kaizen will help guide and improve future Kaizen and other continuous improvement efforts within the wood products industry and provide insights for future research.
Master of Science
APA, Harvard, Vancouver, ISO, and other styles
8

Almeida, Jéssica Alexandra Oliveira de. "Impacto da metodologia Kaizen na direção de desenvolvimento e projetos de uma empresa de rent-a-cargo." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/17639.

Full text
Abstract:
Mestrado em Ciências Empresariais
A metodologia Kaizen, no âmbito da melhoria contínua, visa criar mais valor para o cliente, através do aperfeiçoamento de processos e da eliminação de tarefas desnecessárias (Mudas). Obedecendo aos princípios lean, são utilizadas várias ferramentas para melhorar os resultados e promover nas empresas uma cultura de organização. Este trabalho prendeu-se com a análise da aplicação dessas ferramentas Kaizen, num departamento de Desenvolvimento e Projetos, de uma empresa de Rent-a-cargo
The Kaizen methodology, regarding continuous improvement, aims to create more value to the client, by perfecting the processes and eliminating unnecessary tasks (Mudas). According to the lean criteria, several tools are used to improve the results and promote organization in the companies. This project dedicates itself to the study of the evolution of the Kaizen tools, having been implemented in a Development and Projects department.
info:eu-repo/semantics/publishedVersion
APA, Harvard, Vancouver, ISO, and other styles
9

Gonzalez, Aleu Gonzalez Fernando. "An Empirical Investigation of Critical Success Factors for Continuous Improvement Projects in Hospitals." Diss., Virginia Tech, 2016. http://hdl.handle.net/10919/82046.

Full text
Abstract:
A continuous improvement project (CIP) is a structured improvement project using a team of people "typically representing different departments or units in the organization" working to improve a process or work area over a relatively short period of time, such as a few days or up to several months. A CIP may use different improvement methodologies and tools, and may thus be defined according to the improvement approach. For instance, an organization adopting Lean as an improvement approach is likely to have CIPs implementing Lean tools, such as 5S or value stream mapping. These projects may be referred to as Lean projects in general, although they may also represent accelerated improvement projects such as Kaizen events, Kaizen blitz, or rapid improvement projects. Alternatively, an organization utilizing Six Sigma as an improvement approach may have Six Sigma projects that use the Define-Measure-Analyze-Improve-Control (DMAIC) process and statistical tools. Some organizations adopt an integrated improvement approach, such as Lean Six Sigma, and therefore may have CIPs with an even broader set of tools from which to choose. Lastly, many organizations may have an improvement approach not characterized by any single set of improvement processes and tools, and thus, may be thought of generally as process improvement, or quality improvement, projects using a traditional methodology as plan-do-study/check-act (PDSA or PDCA). In this dissertation, all of these types of improvement projects are referred as CIPs. Since the 1980s, hospitals have been using CIPs to address some of the problems in hospitals, such as quality in healthcare delivery, internal process efficiency, communication and coordination, and the cost of services. Some hospitals have achieved significant improvements, such as reducing the turnaround time for clinical laboratory results by 60 percent and reducing instrumentation decontaminations and sterilization cycle time by 70 percent. However, as with many other companies, hospitals often experience difficulty achieving their desired level of improvements with CIPs. Therefore, the purpose of this dissertation is to identify the critical success factors (CSFs) related to CIP success. In order to achieve this goal, five objectives were achieved: creating a methodology to assess the maturity or evolution of a research field (manuscript #1), identifying a comprehensive list of CSFs for CIPs (manuscript #2), assessing the maturity of the published literature on CIPs in hospitals (manuscript #3), identifying the most important factors related to CIPs in hospitals (manuscript #4) , and conducting an empirical investigation to define the CSFs for CIPs in hospital settings (manuscript #5 and #6). This investigation was conducted in three phases: research framing, variable reduction, and model development and testing. During these phases, the researcher used the following methodologies and data collection tools: systematic literature review, maturity framework (developed as part of this dissertation), expert study, retrospective survey questionnaire, exploratory factor analysis, partial-least squares structural equation modeling, and regression modeling. A maturity framework with nine dimensions was created (manuscript #1) and applied in order to identify a list of 53 factors related to CIP in general, involving any organization (manuscript #2). Additionally, the maturity framework was used to assess the literature available on CIPs in hospitals, considering only the authorship characteristic dimension (manuscript #3). Considering the frequency of new authors per year, the relative new integration of research groups, and the limited set of predominant authors, the research field, or area, of CIPs in hospitals is one with opportunities for improving maturity. Using the systematic literature review from manuscript #3, the list of 53 factors, and the list of predominant authors, a review of the literature was conducted, along with an expert study to more fully characterize the importance of various factors (manuscript #4). A conclusion from this particular work was that it is not possible to reduce the list of 53 factors based on these results, thus, a field study using the complete comprehensive list of factors was determined to have stronger practical implications. A field study was conducted to identify factors most related to CIP perceived success (manuscript #5) and CIP goal achievement (manuscript #6). The final results and practical implications of this dissertation consist in the identification of the following CSFs for CIP success in hospitals: Goal Characteristics, Organizational Processes, Improvement Processes, and Team Operation. These CSFs include several specific factors that, to the researcher's knowledge, have not been previously studied in empirical investigations: goal development process, organizational policies and procedures, CIP progress reporting, and CIP technical documentation. Practitioners involved with CIPs, such as CIP leaders, facilitators, stakeholders/customers, and continuous improvement managers/leaders, can utilize these results to increase the likelihood of success by considering these factors in planning and conducting CIPs.
Ph. D.
APA, Harvard, Vancouver, ISO, and other styles
10

Pereira, Patrícia Isabel Simões. "Aplicação da metodologia Kaizen à GRH : o recrutamento e seleção na Worten." Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10513.

Full text
Abstract:
Mestrado em Gestão de Recursos Humanos
A metodologia Kaizen (melhoria contínua) pretende através do envolvimento e desenvolvimento do capital humano melhor os sistemas organizacionais que devem ser dinâmicos, ágeis, e flexíveis, permitindo uma rápida adaptação às mudanças dos mercados. Este desafio é transversal a toda a organização, sendo importante a aplicação da metodologia Kaizen aos processos de recursos humanos. O Recrutamento e Seleção (R&S) é um processo complexo e de elevada importância, que tal como outros processos organizacionais pode ser melhorado através da metodologia Kaizen, para responder mais eficaz e eficiente às necessidade organizacionais. Este trabalho pretende analisar a implementação da metodologia Kaizen ao processo de recrutamento e seleção da Worten PT. As atividades desenvolvidas durante o diagnóstico, a implementação e a avaliação deste projeto serão posteriormente analisadas à luz do enquadramento teórico referente à metodologia Kaizen e ao processo de recrutamento e seleção. Os resultados demonstram que o objetivo do projeto - redução do tempo de resposta dos processos de R&S - não foi alcançado. Contudo, Kaizen não é só sobre a redução dos desperdícios, mas também sobre o aumento da qualidade, algo que é evidente neste caso, onde é visível o aumento da qualidade do processo de R&S.
The Kaizen's methodology (continuous improvement) intends to change and improve the organizational systems that need to be dynamic, agile and flexible, through the involvement and development of human capital, allowing a rapid adaptation to the changes imposed by the market. This challenge is transversal to the whole organization, and consequently it is important the application of the Kaizen's methodology to all human resource processes. Recruitment and Selection is a complex and highly important process that like others organizational processes can be improved through the use of the Kaizen's methodology. The present thesis aims to analyse the implementation of the Kaizen methodology in Worten PT's Recruitment and Selection process. The activities developed during the diagnostic, implementation and evaluation of the project will be analysed based on the theoretical framework of the Kaizen methodology and of the Recruitment and Selection process. The results show that the project's objective - reduction of the R&S response time - was not achieved. However, Kaizen is not only about waste reduction, but also about increasing quality, being that evident on this case, since there is a visible quality increase on the R&S process.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Kaizen Methodologies (Continuous Improvement)"

1

Huda, F. Kaizen, the understanding and application of continuous improvement. Hertfordshire, England: Technical Communications (Pub.), 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Huda, Fahmia. Kaizen: The understanding and application of continuous improvement. Cheltenham: Stanley Thornes, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Gemba kaizen: A commonsense approach to a continuous improvement strategy. 2nd ed. New York: McGraw Hill, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

McLoughlin, Collin. The DNA of Kaizen. Bellingham, WA: Enna Products, 2015.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

E, Swartz Joseph, ed. Healthcare kaizen: Engaging front-line staff in sustainable continuous improvements. Boca Raton: Taylor & Francis/CRC Press, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Modular Kaizen: Continuous and Breakthrough Improvement. ASQ Quality Press, 2014.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Association, Japan Human Relations. Kaizen Teian 2: Guiding Continuous Improvement Through Employee Suggestions (Kaizen Teian). Productivity Press, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Huda, Fahmia. Kaizen: The understanding and application of continuous improvement. Technical Communications, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Agile Kaizen: Managing Continuous Improvement Far Beyond Retrospectives. Springer, 2014.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Medinilla, Ángel. Agile Kaizen: Managing Continuous Improvement Far Beyond Retrospectives. Springer, 2016.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Kaizen Methodologies (Continuous Improvement)"

1

Ko, Peiyi, and Martin Stein. "Design Methodologies for Continuous Improvement." In Advances in Ergonomics in Design, 413–21. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-94706-8_45.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Lapesa Barrera, David. "Continuous Improvement Methodologies and Tools." In Springer Series in Reliability Engineering, 317–30. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-90263-6_29.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Foti, Jeff, and Robert C. Atkins. "Asthma: Continuous Improvement (Kaizen) of Clinical Standard Work." In Leading the Lean Healthcare Journey, 121–30. Taylor & Francis Group, 6000 Broken Sound Parkway NW, Suite 300, Boca Raton, FL 33487-2742: CRC Press, 2016. http://dx.doi.org/10.1201/9781315369303-10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Gorska, Ewa, and Anna Kosieradzka. "The Use of Kaizen Continuous Improvement Approach for Betterment of Ergonomic Standards of Workstations." In Universal Access in Human-Computer Interaction. Ambient Interaction, 363–72. Berlin, Heidelberg: Springer Berlin Heidelberg, 2007. http://dx.doi.org/10.1007/978-3-540-73281-5_39.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Oude Groote Beverborg, Arnoud, Tobias Feldhoff, Katharina Maag Merki, and Falk Radisch. "Introduction." In Accountability and Educational Improvement, 1–7. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69345-9_1.

Full text
Abstract:
AbstractSchools are continuously confronted with various forms of change, including changes in students’ demographics, large-scale educational reforms, and accountability policies aimed at improving the quality of education. On the part of the schools, this requires sustained adaptation to, and co-development with, such changes to maintain or improve educational quality. As schools are multilevel, complex, and dynamic organizations, many conditions, factors, actors, and practices, as well as the (loosely coupled) interplay between them, can be involved therein (e.g. professional learning communities, accountability systems, leadership, instruction, stakeholders, etc.). School improvement can thus be understood through theories that are based on knowledge of systematic mechanisms that lead to effective schooling in combination with knowledge of context and path dependencies in individual school improvement journeys. Moreover, because theory-building, measuring, and analysing co-develop, fully understanding the school improvement process requires basic knowledge of the latest methodological and analytical developments and corresponding conceptualizations, as well as a continuous discourse on the link between theory and methodology. The complexity places high demands on the designs and methodologies from those who are tasked with empirically assessing and fostering improvements (e.g. educational researchers, quality care departments, and educational inspectorates).
APA, Harvard, Vancouver, ISO, and other styles
6

Kumiega, Andrew, and Benjamin Van Vliet. "Kaizen: Continuous Improvement." In Quality Money Management, 271–77. Elsevier, 2008. http://dx.doi.org/10.1016/b978-0-12-372549-3.00030-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

"- Kaizen and Continuous Improvement." In Healthcare Kaizen, 34–61. Productivity Press, 2018. http://dx.doi.org/10.1201/b12274-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Kiran, D. R. "Kaizen and continuous improvement." In Work Organization and Methods Engineering for Productivity, 155–61. Elsevier, 2020. http://dx.doi.org/10.1016/b978-0-12-819956-5.00011-x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Kiran, D. R. "Kaizen and Continuous Improvement." In Total Quality Management, 313–32. Elsevier, 2017. http://dx.doi.org/10.1016/b978-0-12-811035-5.00022-2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

"Kaizen and Continuous Improvement." In CIRP Encyclopedia of Production Engineering, 991. Berlin, Heidelberg: Springer Berlin Heidelberg, 2019. http://dx.doi.org/10.1007/978-3-662-53120-4_300353.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Kaizen Methodologies (Continuous Improvement)"

1

Hamoumi, Mohammed, Abdellah Haddout, and Mariam Benhadou. "The 5 Dimensions of Problem Solving using DINNA Diagram: Double Ishikawa and Naze Naze Analysis." In 2nd International Conference on Machine Learning &Trends (MLT 2021). AIRCC Publishing Corporation, 2021. http://dx.doi.org/10.5121/csit.2021.111114.

Full text
Abstract:
Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This results in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.
APA, Harvard, Vancouver, ISO, and other styles
2

Bessant, J. "Developing and sustaining employee involvement in continuous improvement." In IEE Seminar Kaizen: From Understanding to Action. IEE, 2000. http://dx.doi.org/10.1049/ic:20000199.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Abdulmouti, Hassan. "The role of Kaizen (continuous improvement) in improving companies' performance: A case study." In 2015 International Conference on Industrial Engineering and Operations Management (IEOM). IEEE, 2015. http://dx.doi.org/10.1109/ieom.2015.7093768.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Lee, B. E., J. Michaloski, F. Proctor, S. Venkatesh, and N. Bengtsson. "MTConnect-Based Kaizen for Machine Tool Processes." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28763.

Full text
Abstract:
Kaizen is a part of Lean Manufacturing that focuses on the concept of continuous improvement to reduce waste. For implementing Kaizen on the factory floor, comprehensive and efficient tools for data acquisition, process measurement and analysis are required. The MTConnect open specification provides for cost-effective data acquisition on the manufacturing floor for machine tools and related devices. This paper will look at a Kaizen implementation on the shop floor level for continuous improvement using real-time MTConnect data. The Kaizen transformation of machine data into production knowledge was performed in order to understand energy consumption, asset operation and process performance. The paper takes a detailed examination of the machine tool energy management.
APA, Harvard, Vancouver, ISO, and other styles
5

Jain, Neemisha, Olga Lipova, Alex Lipov, and Sara Cuming. "1682 Improvements in paediatric diabetes service using kaizen – a process of continuous improvement using lean tools." In Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference–Online, 15 June 2021–17 June 2021. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2021. http://dx.doi.org/10.1136/archdischild-2021-rcpch.793.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Mustapha, Adetoun, Nnaemeka Umeh, and Akeem Adepoju. "Deploying Continuous Improvement Methodologies to Improve Efficiency: A Way of Responding to Emerging Industry Challenges." In SPE Nigeria Annual International Conference and Exhibition. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/178387-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Narumiya, Yoshiyuki, Koji Okamoto, Shingo Ueno, Kentaro Hayashi, and Takahiro Kuramoto. "Development of “Proactive Safety Review Guideline for Continuous Improvement on Nuclear Power Plants”." In 2016 24th International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/icone24-60821.

Full text
Abstract:
The Atomic Energy Society of Japan (AESJ) has established and issued the “Proactive Safety Review (PSR+) Guideline for Continuous Improvement on Nuclear Power Plants: 2015” 1) through the discussion at the Periodic Safety Review Subcommittee under the System Safety Technical Committee of the AESJ Standards Committee (SC), and then approved by the both committees. This guideline defines the review concept, perspectives, and methodologies, relating to identifying areas of safety improvement when the licensees implement periodic review for continuous improvement of safety of their nuclear power plants, so called “Proactive Safety Review (PSR+). This paper discusses the details of this newly established standard, including the concept, perspectives, and methodologies, relating to identifying areas of safety improvement. In addition, specific examples of applying this standard and the policy of utilizing this standard in continuously improving the safety of all the nuclear power plants in Japan are also described.
APA, Harvard, Vancouver, ISO, and other styles
8

Miralbes Buil, Ramon, Pedro Valentín Ubieto Artur, Juan Antonio Peña Baquedano, Juan Antonio Peña Baquedano, and Juan Antonio Peña Baquedano. "Uso de la Kaizen para la mejora bontinua de la docencia de la Asignatura Expresión Gráfica II - [Use of the Kaizen fot the continuous improvement of the teaching of the subject Graphical Expression II]." In IV Congreso Internacional Sobre Aprendizaje, Innovación y Competitividad. Zaragoza: Servicio de Publicaciones Universidad, 2017. http://dx.doi.org/10.26754/cinaic.2017.000001_009.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Llido, R., A. Sarafianos, O. Gagliano, V. Serradeil, V. Goubier, M. Lisart, G. Haller, et al. "Characterization and TCAD Simulation of 90nm Technology PMOS Transistor under Continuous Photoelectric Laser Stimulation for Failure Analysis Improvement." In ISTFA 2012. ASM International, 2012. http://dx.doi.org/10.31399/asm.cp.istfa2012p0135.

Full text
Abstract:
Abstract This study responds to our need to optimize failure analysis methodologies based on laser/silicon interactions, using the functional response of an integrated circuit to local laser stimulation. Thus it is mandatory to understand the behavior of elementary devices under laser stimulation, in order to model and anticipate the behavior of more complex circuits. This paper characterizes and analyses effects induced by a static photoelectric laser on a 90 nm technology PMOS transistor. Comparisons between currents induced in short or long channel transistors for both ON and OFF states are made. Experimental measurements are correlated to Finite Elements Modeling Technology Computer Aided Design (TCAD) analyses. These physical simulations give a physical insight of carriers generation and charge transport phenomena in the devices.
APA, Harvard, Vancouver, ISO, and other styles
10

Williams, Dean S. "A Simple Approach to LEAN in the Laboratory?" In NCSL International Workshop & Symposium. NCSL International, 2013. http://dx.doi.org/10.51843/wsproceedings.2013.28.

Full text
Abstract:
Whether a commercial calibration laboratory or an in-house corporate laboratory, and whether we like it or not, the realities of today's economy demand we embrace continuous improvement efforts. But how do you go about it? Where do you start? And where do you find the time, resources, budget and most importantly the corporate backing to undertake a comprehensive process improvement program? The author describes his Lab's journey through the continuous process improvement maze, why LEAN became the next logical step for the Duke Energy Lab, and why you don't need to have a black belt in LEAN-SIX SIGMA to get started. The author provides a simple primer on the background and principles of LEAN. The seemingly complex collection of Japanese words and ideas will be demystified and the difference between words like Muda, Mura, and Muri, or Kanban, Kaizen, and Kaikaku will be explained in plain English. Value Stream Mapping and how it can help you spot areas for improvement will be described, and why the concept of Pull is so important to reducing inventory and turn-times. The author then details a few of the specific LEAN initiatives that were designed and implemented at the Duke Energy Standards Lab, showing how these initiatives reduced waste, improved effectiveness of the overall operation, and provided the customer with a higher level of service with no additional man-power resources and little out of pocket costs. Finally the author provides some resources and helpful hints for implementing LEAN in a simple and effective way.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Kaizen Methodologies (Continuous Improvement)' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography