Beyond strategic Kaizen : performing synchronous profitable operations

Beyond strategic Kaizen performing synchronous profitable operations

Currently, the challenge for manufacturing organizations is how to achieve their expected profit by continuously improving productivity or reducing costs. Manufacturing organizations have been using different improvement approaches to achieving cost reduction and productivity improvement for years b...

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Detalles Bibliográficos
Otros Autores: Posteuca, Alin, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York, New York ; Abingdon, Oxon : Routledge [2023]
Materias:
Continuous improvement process.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009714839706719
Tabla de Contenidos:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • Preface
  • Introduction
  • About the Author
  • List of Abbreviations
  • Part I Strategic Improvement for Profitability and Productivity
  • Chapter 1 Changing the Strategic Approach of Systematic Improvements
  • 1.1 Strategic Productivity Improvement Dilemma
  • 1.2 Is Conventional Strategic Kaizen Really Effective Enough in World Competition?
  • 1.3 The Continuous Strategic High Productivity Improvement
  • 1.3.1 Estrangement Results between Company Health and Just Synchronous Operations
  • 1.3.2 Changing from Synchronous Operations to Synchronous Profitable Operations
  • 1.3.3 Synchronous Profitable Operations Should be Continuously Enhanced
  • 1.3.4 The Crucial Role of Strategic Productivity Improvement
  • 1.4 The Potential for Profitability Increases Based on Productivity
  • 1.5 Targeting the Strategic High Productivity Improvement
  • 1.6 The New Approach to Strategic Systematic Improvements
  • 1.7 The Strategic Kaizen for Synchronous Profitable Operations
  • 1.7.1 The Concept
  • 1.7.2 The Basic Image
  • 1.7.3 The Seven Basic Processes
  • 1.7.4 Five Problems Targeted to Be Solved
  • 1.8 Conclusion
  • References
  • Chapter 2 Current Condition, Basic Policy, and Strategy
  • 2.1 Studying the Impact of Current Strategies on Operations and Lowering Costs
  • 2.2 Deep Understanding of the Company's Key External Factors
  • 2.3 Internal Strategic Capabilities
  • 2.4 Current Business Performance Against Expectations
  • 2.4.1 Operational and Financial Performance
  • 2.4.2 Current Level of Synchronous Profitable Operations
  • 2.5 The Basic Policy Framework for Strategic Kaizen
  • 2.5.1 At the Cutting Edge: Identifying Strategic Drivers
  • 2.5.2 Two Productivity Improvement Scenarios
  • 2.5.3 The Strategic Intent of Each Strategic Drivers
  • 2.6 Winning Key Strategies.
  • 2.6.1 Systematic Productivity Improvement Strategies for the Sales Increase Scenario
  • 2.6.2 Systematic Productivity Improvement Strategies for the Sales Decrease Scenario
  • 2.7 Tracking Strategy Through Strategic Key Performance Indicators
  • 2.7.1 Key Performance Indicators at the Strategic Level
  • 2.7.2 Stratifying Strategic Key Performance Indicators
  • 2.8 Conclusion
  • References
  • Part II Strategic Kaizen Methodology
  • Chapter 3 Continuous Measurement and Interpretation
  • 3.1 Overview
  • 3.1.1 The Stake: KAIZENshiro Setting
  • 3.1.2 The Main Purpose: From KAIZENshiro to Identifying Must-Win Strategic Kaizen
  • 3.2 First Process: Studying the Potential for Strategic Systematic Improvement Point
  • 3.2.1 Flow Structuring and Standardization
  • 3.2.1.1 Target Products
  • 3.2.1.2 Areas, Modules, Processes, and Operations
  • 3.2.1.3 Costs: Structuring and Extreme Standardization for Extreme Improvement
  • 3.2.2 Deep Understanding of the Flow Synchronization and Standardization
  • 3.2.2.1 Lead Time
  • 3.2.2.2 Takt Time Synchronization: Bottleneck
  • 3.2.2.3 Buffer Size
  • 3.2.2.4 One-Piece Flow
  • 3.2.2.5 Standardization and Rolling Losses and Waste
  • 3.2.3 Deep Understanding of the Work Method, Performance, and Standardization
  • 3.2.3.1 Current Standard Time Analysis and Takt Time
  • 3.2.3.2 Innovative Work Method Design
  • 3.2.3.3 Performances: Equipment and Worker
  • 3.2.4 Deep Understanding of the Utilization and Standardization
  • 3.2.4.1 The Main Losses and Waste Structures
  • 3.2.4.2 Current Losses and Waste: Cause-and-Effect Analysis and Standardization
  • 3.2.4.3 Current Cost of Losses and Waste
  • 3.2.4.4 Critical Current Cost of Losses and Waste
  • 3.2.4.5 Probable Cost of Losses and Waste Behavior: The Impact on Strategic KPI Targets
  • 3.2.5 Classification of Strategic Systematic Improvement Points.
  • 3.2.6 Deliverables and Completion Criteria: Basic and Auxiliary Strategic Systematic Improvement Points
  • 3.3 Second Process: Calculating Ideal Takt Profit and Setting Stratified Expectations for KAIZENshiro
  • 3.3.1 The Synchronous Profitable Operations
  • 3.3.1.1 Takt Profit for Speed-Based Target Profit: Actual, Target, and Theoretical
  • 3.3.1.2 The Ideal State of Synchronous Profitable Operations
  • 3.3.1.3 Profit Bottleneck and Capacity Bottleneck
  • 3.3.2 Setting Stratified KAIZENshiro
  • 3.3.2.1 KAIZENshiro for Manufacturing Cost
  • 3.3.2.2 KAIZENshiro Stratification: at the Performance Level
  • 3.3.2.3 KAIZENshiro Stratification: At the Module Utilization Level
  • 3.3.2.4 KAIZENshiro Stratification: At the Module Materials Level
  • 3.3.2.5 KAIZENshiro Stratification: at the Product and Factory Level
  • 3.3.3 From Annual KAIZENshiro to Must-Win Strategic Kaizen
  • 3.3.4 Deliverables and Completion Criteria: Stratified KAIZENshiro and Must-Win Strategic Kaizen Identified
  • 3.4 Conclusion
  • References
  • Chapter 4 Annual Development of Strategic Kaizen
  • 4.1 Overview
  • 4.1.1 The Stake: Establishing the Mechanism for Identifying and Planning the Feasible Strategic Kaizen
  • 4.1.2 The Main Purpose: Embody the Annual Strategic Kaizen Way
  • 4.2 Third Process: Annual Financial Reconciliation
  • 4.2.1 Summary of the Annual Financial Expectations
  • 4.2.2 From Annual Strategic KPI Targets and KAIZENshiro to Annual Takt Profit
  • 4.2.3 The Seven Steps of the Strategic Kaizen Feasibility Study
  • 4.2.4 Financial Catchball
  • 4.2.4.1 The Basic Approach
  • 4.2.4.2 Diagnosis of Strategic Kaizen: Scientific Basis
  • 4.2.4.3 Quantitative Analysis of KAIZENshiro
  • 4.2.5 Appraisal of Strategic Kaizen Feasibility and Setting Targets
  • 4.2.5.1 Under Certainty: One Target and Static Appraisal.
  • 4.2.5.2 Under Uncertainty: Several Targets and Dynamic Appraisal
  • 4.2.6 The Turning Point from Strategic Kaizen to Kaikaku
  • 4.2.7 KAIZENshiro Budgets to Support Annual Takt Profit
  • 4.2.7.1 Planning, Resourcing, Budgeting, and Execution
  • 4.2.7.2 KAIZENshiro Budgets Integrated into Master Budget
  • 4.2.8 Practice of Strategic Kaizen Target Setting
  • 4.2.9 Deliverables and Completion Criteria: Feasible Strategic Kaizen Alternatives and KAIZENshiro Budget
  • 4.3 Fourth Process: Annual Operational Reconciliation
  • 4.3.1 Summary of the Annual Operational Expectations
  • 4.3.2 Target Production Time in Practice: From Annual Takt Profit to Module Synchronization
  • 4.3.3 Operational Catchball
  • 4.3.3.1 Top-Down and Bottom-Up
  • 4.3.3.2 Inside-Out and Outside-In
  • 4.3.4 Products and Modules with Deficiencies
  • 4.3.5 Developing Balanced Scorecard and KPIs
  • 4.3.6 Deliverables and Completion Criteria: Balanced Scorecard and Annual Operational Strategic Kaizen
  • 4.4 Fifth Process: Organizing, Planning, and Learning for Strategic Kaizen
  • 4.4.1 Annual Strategic Kaizen Organization
  • 4.4.1.1 The Seven Strategic Kaizen Organization Principles
  • 4.4.1.2 Establishing Holistic and Synergistic Effects of Strategic Kaizen Organization
  • 4.4.1.3 Allocated Ownership for all Strategic Kaizen KPIs at All Levels
  • 4.4.1.4 Allocate Ownership for all Strategic Kaizen Projects
  • 4.4.2 Feedforward Control
  • 4.4.2.1 Visual Management for Strategic Kaizen
  • 4.4.2.2 Strategic Kaizen Meetings
  • 4.4.2.3 Review Mechanism: Risks and Uncertainties
  • 4.4.2.4 The Process of Personal Reviews and of Recognition Systems
  • 4.4.3 Planning for Strategic Kaizen
  • 4.4.3.1 The Five Steps to Strategic Kaizen Action Plan and Monitoring
  • 4.4.3.2 Definition and Preparation of Individual Plans
  • 4.4.4 Learning for Strategic Kaizen.
  • 4.4.4.1 Continuous Learning for Continuous Strategic Change
  • 4.4.4.2 Strategic Kaizen as a Continuous Source of Training Needs
  • 4.4.5 Put Learning into the Synchronous Profitable Operations
  • 4.4.6 Deliverables and Completion Criteria: Chronological Targets and Annual Strategic Kaizen Master Plan
  • 4.5 Conclusion
  • References
  • Chapter 5 Implementation and Management of Strategic Kaizen
  • 5.1 Overview
  • 5.1.1 The Stake: Annual Strategic Kaizen Execution, Control, and Reinforcement
  • 5.1.2 The Main Purposes
  • 5.1.2.1 Put the Annual Strategic Kaizen Plans Into Action
  • 5.1.2.2 Maintaining Momentum
  • 5.2 Sixth Process: Implementing Feasible Strategic Kaizen Projects
  • 5.2.1 Applying Structured Meetings
  • 5.2.1.1 Organizing Strategic Kaizen Meetings
  • 5.2.1.2 The Mechanism for Early Warning of Problems
  • 5.2.2 The Main Activities for Each Strategic Kaizen Project Implementation
  • 5.2.3 Concurrent Control for Each Strategic Kaizen
  • 5.2.4 Deliverables and Completion Criteria: The Intermediate and Final Status of Each Strategic Kaizen
  • 5.3 Seventh Process: Follow-Up Management of Strategic Kaizen
  • 5.3.1 Formal Assessment Process
  • 5.3.2 Follow-Up of Each Strategic Kaizen Implementation
  • 5.3.2.1 Standardization: A New Standard vs. New Practice
  • 5.3.2.2 Manage the Target Values of Each Strategic Kaizen
  • 5.3.3 Feedback Control: Evaluation of Gains from All Annual Strategic Kaizen
  • 5.3.3.1 Evaluation of the Right Things Measurements and Carefully Recordings
  • 5.3.3.2 Take Action Against Backsliding of Takt Profit and KAIZENshiro
  • 5.3.4 Return to the KPIs at Strategic Level and to the First Process of Strategic Kaizen
  • 5.3.5 The Main Strategic Kaizen Result: The Long-Term Competitiveness Supremacy
  • 5.3.6 Tangible and Intangible Strategic Kaizen Results.
  • 5.3.7 Deliverables and Completion Criteria: Operational and Financial Results, Lessons Learned, and Recommendations.

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