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Product Description
From Library Journal
In this sequel to his popular business/quality management book, Kaizen: The Key to Japan's Competitive Success (1986), Imai offers a step forward?continuous improvement (kaizen) applied to the concept of continuous improvement in the workplace (gemba). The book reflects a definite operations bias. Indeed, Imai advocates the removal of all those peripheral things (muda) that cloud the focus of an organization. Some of the principles, such as the need for good housekeeping, seem simplistic, but Imai is on solid ground, demonstrating the practicality of gemba kaizen with a number of abbreviated case studies. The one weakness is the lack of adequate recognition of precedent setters: F.W. Taylor's Principles of Scientific Management (1912) and the work of W.A. Shewhart, W.E. Deming, J. Juran, etc. All in all, essential for business collections.?Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia
Copyright 1997 Reed Business Information, Inc.
Copyright 1997 Reed Business Information, Inc.
Book Description
When it comes to making your business more profitable and successful, don't look to re-engineering for answers. A better way is to apply the concept of kaizen, which mean making simple, common-sense improvements and refinements to critical business processes.The result: greater productivity, quality, and profits achieved with minimal cost, time, and effort invested. In this book, you discover how to maximize the results of kaizen by applying it to gemba--business processes involved in the manufacture of products and the rendering of services--the areas of your business where, as the author puts it, the "real action" takes place.
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Since 1986, when the book Kaizen: The Key to Japan's Competitive Success was published, the term kaizen has come to be accepted as one of the key concepts of management. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Since 1986, when the book Kaizen: The Key to Japan's Competitive Success was published, the term kaizen has come to be accepted as one of the key concepts of management. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most helpful customer reviews
2.0 out of 5 stars
A Tough Read - Uninspiring,
By GLEN (Vancouver, BC.) - See all my reviews
This review is from: Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (Hardcover)
Of the many Lean books on my shelf, this one is the least impressive. Although Masaaki Imai seems to have a great deal of knowledge on this subject, the writing style seemed a too dry for my liking and focused more on process rather than people (the latter being a critical element in implementing Lean principles and practices). Look for other titles about Lean before you go with this one....
2.0 out of 5 stars
Texan's don't like it!,
By Mark E. (Ft. Worth Texas) - See all my reviews
This review is from: Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (Hardcover)
Not as good as others out there, especially the Kaizen Event Implementation Manual. No details or real life information.
4.0 out of 5 stars
Gemba -- Place where action happens,
By "sigmadude" (Waukesha, WI United States) - See all my reviews
This review is from: Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (Hardcover)
As a practitioner and instructor of lean and six sigma, I recommend this book a lot. Gemba is a vitally important concept that often gets overlooked or gets overshadowed by our data, especially in an increasingly e-driven world. Gemba Kaizen is especially useful for engineers and supervisors, who may not have extensive TPS experience, who need a practical guide for applying lean principals in their workplace. It has a nice glossary at the beginning. It has good sections on visual management (5S) and standard work. In addition to the 10 Rules for Gemba Kaizen, the following Imai quote is one of my favorites: "A lack of the five S's in gemba indicates inefficiency, muda, insufficient self-discipline, low moral, poor quality, high costs, and an inability to meet delivery terms."
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