Toyota Canada CIO on Genchi Genbutsu and Kaizen

What’s driving Toyota Canada’s success? – CIO reveals all for Hao Tien, chief information officer (CIO) at Toyota Canada Inc. those two Japanese phrases – Genchi Genbutsu (go and see) and Kaizen (continuous improvement) really capture it all. … the innovation wasn’t in the technology, but in the way the various partners were brought together […]

How to Avoid Kaizen

‘Disillusioned’ surgeon quits UK: In the theatre anaesthetists at the James Paget Hospital prepared the next patient while he was operating on another. He said: “I found I was wasting time between operations so I came up with this solution. Now I don’t waste any time and I have no waiting lists. … “After I […]

Kaizen

Great post – Do Kaizen Like Toyota: Standardize how you solve problems… This is where following a standardized approach to problem solving based on the scientific method can help keep your kaizen efforts on track. Not to be prescriptive, but the PDCA wheel is hard to beat. Very true.

Kaizen Online

Kaizen, That Continuous Improvement Strategy, Finds Its Ideal Environment by Hal R. Varian Kaizen doesn’t just mean a business should keep trying new things. Rather, it refers to a disciplined process of systematic exploration, controlled experimentation and then painstaking adoption of the new procedures. In the original formulation, kaizen was applied to manufacturing, where experimentation […]

10 Kaizen Tips

Kaizen Hot-Wash Lesson 6. Pick the right lean tool for the job and use it well. There are plenty of lean tools to choose for kaizen activities so your MUST determine the right tool and use it well. In our case, the spaghetti diagram was the best tool. It was simple to use although extremely […]

Kaizen the Toyota Way

Excellent post: Kaizen Secrets of the Toyota Mind by Jon Miller: The Toyota mind asks “What does my customer want from this process?” rather than “What do I want from this process?” The Toyota mind builds brilliant processes that enable average people to be high performers, rather than flawed processes that enable even brilliant people […]

Toyota IT for Kaizen

How Toyota Uses Information Technology (IT) for Kaizen by Jon Miller. He quotes Toyota’s CIO from the Japanese article: Part of my job as CIO is to take on these company-wide issues and use this data to make improvement suggestions when I have an opportunity to meet with the managing executives. Of course, it requires […]

More Kaizen

More Kaizen – Why Not Eleven?: We also talk about lean production and Toyota methods and how far you have to go. He tells me about a course he did where the company took him out of work for a couple of days and sent him to another plant where they showed him how to […]

Kaizen Event Research Project

NSF Funded Kaizen Event Research Project First, this research seeks to identify the most important factors influencing successful outcomes (both technical and social)…The second objective investigates the sustainability of Kaizen events over time. The research team has visited numerous organizations utilizing Kaizen events across multiple areas. Leaders in some organizations acknowledge that some areas will […]

Kaizen Priorities

Kaizen Priorities by Mike Wroblewski: Priority 1: Kaizen your bottleneck station first – If you don’t know what is your bottleneck station, find it. There are many ways to find your bottleneck: all the inventory is piled in front of it, people downstream are waiting on it, it has the most overtime, it’s a top […]

Planet Kaizen

Toyota has a section on their web site called Planet Kaizen: “what happens when you dig a little deeper and peel back the sheet metal to discover what makes a Toyota a Toyota.” It requires flash to view Planet Kaizen. I think it has amazingly bad visual controls (as do many flash applications). I can’t […]

Project Kaizen Co-Blogging Week

The Project Kaizen Co-Blogging Week has started. The posts in the first day have been interesting. Including, Improving Workgroups: The result is individuals doing individual work. People create their own training materials because the corporate materials “are proprietary” and there’s too much risk in sharing them (a ridiculous concept since the company in question hardly […]

Toyota Understands Robots are Best Used to Enhance the Value Employees Provide

Toyota has always seen robotics as a way to enhance what staff can do. Many USA executives think of robotics as a way to reduce personnel. Toyota wants to use the brainpower of employees to continually improve the organization. Toyota wants to free people for monotonous or dangerous work to let them use their minds. […]

Management Improvement Carnival #201

The Curious Cat Management Improvement Carnival has been published since 2006. The carnival, has been published twice a month – but will now be published once or twice a month depending on how things work out. I hope you find the post included in this edition interesting and find some new blogs to add to […]

Management Improvement Carnival #200

The Curious Cat Management Improvement Carnival has been published since 2006 and this is the 200th edition. The posts selected for the carnival focus on the areas of management improvement I have focused on in the Curious Cat Management Improvement Guide since 1996 (17 years now, which I find pretty amazing): Deming, lean thinking, leadership, […]

Management Improvement Carnival #198

The Curious Cat Management Improvement Carnival has been published since 2006. The carnival, has been published twice a month – but will now be published once or twice a month depending on how things work out. I hope you find the post included in this edition interesting and find some new blogs to add to […]

Management Improvement Carnival #197

Mark Graban is hosting the 197th edition of the Management Improvement Carnival on his Lean Blog, highlights include: Michel Baudin’s Blog – “The Toyota Way 2001: the Necronomicon of Lean“: Michel wrote a great post about reflections on the internal “Toyota Way” document that was created in 2001. He says, “A document of this type […]