This book presents a new approach to explaining the JIT/Lean system. JIT elements are classified into three categories: industrial engineering, Japanese management and Japanese workforce-related characteristics. JIT in Japan is shown as strongly impacted by the surrounding Japanese management setting to which it has borrowed a number of its techniques. Concerning the Japanese management, its features are shown as making up a consistent system. The system is revealed as consisting of management principles or strategies. For the first time, Japanese management is explained from inside, but not from the social and/or cultural point of view. Contrary to established academic management theories, survey findings show that Japanese management and JIT manifest their presence fairly well (i.e. they are prefigured) in the small and mid-size enterprises. Company executives whose companies are competing directly or indirectly against Japanese corporations; consulting firms interested in lean production methods; manufacturing company managers; management researchers, educators; and students make up the different kinds of audience that will profit the most from reading and exploring the book. Besides, it is a valued source of information for anyone interested in management in general, and in intercultural/international management in particular.

This book shows the basics, methods and principles of lean process design in production as well as in other areas such as development, engineering and administration. In addition, it serves as a reference work for practical use. Questions have been developed for each topic area for process analysis. These can be used for self-reflection and benchmarking. Numerous examples, a continuous fictitious industry case as well as learning objectives and exercises with solutions for each chapter supplement the explanations and enable optimal exam preparation. This book is a translation of the original German 2nd edition Lean Management by Frank Bertagnolli, published by Springer Fachmedien Wiesbaden GmbH, part of Springer Nature in 2020. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors.

Essay from the year 2009 in the subject Business economics - Business Management, Corporate Governance, , language: English, abstract: Japanese Management Techniques Alzadjali, B. (2009) 2 - 10 There is no doubt that every person from all walks of life is indeed using a Japanese product or technology in his daily life, whether it is cars, pens or paper. Indeed, Japan provided the world with many successful global companies and brands such as Sony, Fujitsu, HP and Toyota. These global Japanese brands did not only affect Japanese economy, it also affected the world economy and trade. These industrial revolutions put Japan on one of the six big industrial countries alongside the United States, United Kingdom, Germany, France and Italy. It is not the manufacturing elements that made Japan reach that, but there is also a great management system. The success of their approaches was not by adopting a fixed accounting system or by Activity-based costing ABC, but by using systematic flexible systems (Patel and Russell 1994, pp.64-65). In the last 50 years, Japan brought to the world a successful management style starting with a government model in the early 1950s, to a corporate model in the 1980s (Porter et al. 2002; Whitehill 1991). The root of the modern Japanese management goes back to post Second World War, when Japan started its economic recovery. Japan started a phenomenal revolution management system (Porter et al. 2002; Whitehill 1991). Towards the 1970s, research showed that the United States and some European countries used a similar system (Hayashi 2002). In 1980s the time came to challenge just how these systems would work out under the Japanese corporate management systems. Professor William Ouchi's book, about the Japanese management system entitled Theory Z: how American business can meet the Japanese challenge (England 1983; Hayashi 2002). The book became a standard management system practice in the United States for more than 20 years. During the last century, there were many theories which appeared on the table based on Japanese model from theory X to Z. However, the American companies did not found any productivity value on this model system and the theory Z management application became unlikely used among American companies and businessmen (England 1983; Whitehill 1991; Jeremiah J, 1992) perhaps because of differences in the environment or the culture. However, the Japanese culture has played an important role in the Japanese management system. In fact, the Japanese firm management system was based on two functions; columns economy and culture.

Foreword. . . Foreword. . Ch. 1. The journey begins. 5. Ch. 2. Introducing Dr. Shigeo Shingo. 15. Ch. 3. Taichi Ohno. 27. Ch. 4. Defining waste. 39. Ch. 5. Dr. Shingo asking five whys at Granville Phillips. 45. Ch. 6. My first trip to Japan : a thriller. 49. Ch. 7. Discovering Shingo : a magic moment. 63. Ch. 8. The lobster feast and the first changeover by Dr. Shingo. 71. Ch. 9. The study mission process. 85. Ch. 10. SMED - quick changeovers - the heart of JIT. 93. Ch. 11. My mental transformation : there are 'gems' scattered all over Japan. 103. Ch. 12. Developing an understanding of Japan. 121. Ch. 13. Factory tours : a feast for the eyes. 127. Ch. 14. The Gemba walk. 137. Ch. 15. 5 S. 143. Ch. 16. Discovering books in Japan. 147. Ch. 17. Fire the quality manager!. 155. Ch. 18. The best factory in the world. 161. Ch. 19. Getting to know Dr. Shingo. 171. Ch. 20. The birth of the Kaizen Blitz. 177. Ch. 21. Finding books and meeting Kazuhiro Uchiyama. 187. Ch. 22. Shingo to teacher. 193. Ch. 23. Never take no for an answer. 197. Ch. 24. Introduction to TPM - another billion dollar idea. 201. Ch. 25. Shigehiro Nakamura. 213. Ch. 26. Kaoru Ishikawa. 227. Ch. 27. Iwao Kobayashi - 20 keys. 231. Ch. 28. Union of Japanese scientists and engineers (JUSE). 235. Ch. 29. Dr. W. Edwards deming. 237. Ch. 30. The impact of Dr. Joseph Juran. 251. Ch. 31. Life time employment system. 253. Ch. 32. Quick and easy Kaizen. 257. Ch. 33. A gallery of great geniuses. 277. Ch. 34. Professor Louis E. Davis and socio-technical systems. 295. Ch. 35. Failure to change is a vice!. 301. Ch. 36. Summary. 305. Ch. 37. Gary Convis - President Toyota (TMMK). 307. Ch. 38. Gary Smuda - technicolor corporation. 319. Ch. 39. Professor Doc - Robert Hall. 329. Ch. 40. Don Dewar - President QCI International. 341. Ch. 41. Richard Schonberger. 345. Ch. 42. Vision statements. 355. . Lean terms. 361.

Toyota's world-renowned success proves that just-in-time (JIT) makes other manufacturing practices obsolete. This simple but powerful book is based on the seminars given by Taiichi Ohno and other senior production staff to introduce Toyota's own supplier companies to JIT. It teaches the philosophy and implementation of what many call the most efficient production system in the world. Provides a clear structure for an introductory JIT training program. Explains every aspect of the JIT system, including how to set it up and how to refine it once it's in place. Shows how to use a simple visual system to control the production process. Every day more American companies are learning that JIT works outside Japan. Now you can get started with this step-by-step book which guides you through the implementation process. Every engineer, manager, supervisor, and worker should read this book to get the clearest, simplest, and most complete introduction to JIT available in English. Results at American companies after reading this book: Lead-time on one product was reduced from 12 weeks to 4 days. Setup time on a large blanking press was reduced from eight hours to one minute and four seconds. Work-in-process has been reduced 50 percent plant-wide. Factory floor space was opened up 30 to 40 percent in every on of their plants.

Japanese productivity and quality standards have fired the imagination of American managers, but until now there has been little explanation of how to do it -- how to apply Japanese methods at the actual operating level of U.S. manufacturing plants. This book shows you how, exposing otherwise well-informed westernized readers to a new world of management ideas. Author Richard J. Schonberger demonstrates that the Japanese formula for success is based on a number of specific, interrelated techniques -- stunning in their simplicity -- and he shows how these techniques can be put to work in American industries today. Here, in a clear, handbook format, are nine "lessons" for American manufacturers, introducing scores of techniques aimed at simplifying the overly-complex purchasing, inventory, assembly-fine, and quality-control processes of U.S. firms. At the heart of Japanese manufacturing success are two overlapping strategies: "just-in-time" production and "total quality control." Some American manufacturers already know a little about these methods, but Richard Schonberger provides the most comprehensive description of these techniques available: how they developed, how they all fit together, why they are so potent, and how they "snowball" -- unleashing a powerful chain reaction of productivity and quality control improvements each time more simplification is introduced. -- Publisher description.