From the Lean idea to lean culture

(PA) Eschborn, 30.08.2011

For the sixth consecutive year is dedicated to the annual conference "Lean with KAIZEN ®" by the Japanese management philosophy of continuous improvement

In cooperation with the KAIZEN Institute Management Circle invites you on 28th and 29 A November of 2011 Annual Meeting "Lean with KAIZEN ®" in Stuttgart. In its sixth edition, the event is once again the potential of lean management to companies under scrutiny. The focus this year, the topics of leadership in the lean organization, organizational development and continuous improvement using lean management (KVM) in the company. In addition, this year's meeting is with two separate technical forums, especially for use of Kaizen in the manufacturing and the service industry in focus.

Go risks and change something.

Remember always, that nothing remains as it is. Go risks and change something.
Trade, Economics, Finance, Banking & Insurance
Press release from: Bold work and consultancy
How important is the opening quote in view of the ongoing processes of change and the role of employees in companies that appeared on 11 June 2010 in a graphic way the Kaizen workshop in collaboration with the Darmstadt consultant Mr. Kühne.
First, Mr. Kuehne before certain elements of the Kaizen philosophy of working with the very different concepts, such as Poka Yoke, 5S, Heijunka, KPI, Kanban are connected. They all have in common is that the employee is using his experience at the heart of the company. Only with him together can be found and implemented continuous improvements sustainable.

revolution in manufacturing SMED system

The heart of JIT is quick changeover methods. Dr. Shingo, inventor of the Single-Minute Exchange of Die (SMED) system for Toyota, shows you how to reduce your changeovers by an average of 98 percent! By applying Shingo's techniques, you'll see rapid improvements (lead time reduced from weeks to days, lower inventory and warehousing costs) that will improve quality, productivity, and profits.

Toyota Production System

Here's the first information ever published in Japan on the Toyota production system (also known as Just-In-Time manufacturing). Here Ohno, who created JIT for Toyota, reveals the origins, daring innovations, and ceaseless evolution of the Toyota system into a full management system. You'll learn how to manage JIT from the man who invented it, and to create a winning JIT environment in your own manufacturing operation. The toyota production systems also forms the base for lean manufacturing.

Leaders guide planning execution

For companies to be competitive, leaders must engage people at all levels to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a lean transformation: What kind of planning system is required to inspire meaningful company-wide continuous improvement? How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done tells the story of a fictional midsized company, Atlas Industries, that needs to dramatically improve to compete with emerging rivals and meet new customer demands. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve using this leaders guide to planning and execution. Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places. The book provides readers with a framework for understanding the key components of strategy deployment: agreeing on True North for the company, working within the PDCA cycle, getting consensus through catch ball, the deployment leader concept, and A3 thinking. It links action to theory and reminds us that lean tools are only the means to an end, not ends in themselves. It takes a step-by-step instructional approach to the strategy deployment process. Through this unique combination, Getting the Right Things Done balances the human and technical dimensions of making strategy deployment a vital part of the daily culture of any company.