Gemba Kaizen: A Commonsense, Low-Cost Approach to Management by Masaaki Imai
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Book Reviews of Gemba Kaizen: A Commonsense, Low-Cost Approach to Management
Book Review: A great tool for your continuous improvement toolbox.
Summary: 5 Stars
This book will change the way you think. If you apply the methods in the book, you will be well on your way to that continuous improvement journey. I am constantly finding myself trying to apply Kaizen principles everywhere I go.Book Review: Great Guide for the Continuous Improvement Journey
Summary: 5 Stars
Great book for any Manager involved in the implementation of Kaizen and Lean Manufacturing principles. Very good explanation of the fundamental elemenets involved in the continuous improvement of Quality, Cost and Delivery.Book Review: Get Imai's Gemba Kaizen. You won't be able to put it down!
Summary: 5 Stars
Masaaki Imai's Gemba Kaizen is the most refreshing read I have had in years. Buy it. Read it. Live it. Too many managers have lost touch with reality. Too many decisions are made from ivory towers. Too many CEOs,General Managers, Department Managers and Engineers rarely spend enough time on their shop floors, and subsequently lose touch with where value is added. This book offers a refreshing, low-cost, common sense approach that can have a life-long impact on any reader. The scope of this book is boundless, in that it can apply to either the public or private sectors. This book would make a great gift!-- Tony R. Mannon
Book Review: JUST ONE WORD: EXCELLENT
Summary: 5 Stars
Do not expend thousands of dollars on consulters, expend just a few dollars to buy this book and implement these methodology in your company or business. GREAT BOOKBook Review: Every manufacturing and service professional should read it.
Summary: 5 Stars
Gemba is the place where value-adding activities take place. Decisive results can be achieved by focusing improvement activities in gemba. The author encourages managers and professionals to spend time in gemba to see what is happening and to encourage the front-line workers. General George S. Patton could easily be described as a gemba man: he encouraged officers to go to the scene of the action instead of trying to "lead" from a headquarters in the rear. He also recognized the role of the frontline worker (soldier) in achieving results. As a result, the troops under Patton's command won amazing and seemingly impossible victories. Companies that want to hold their market share and capture their competitors' must understand this lesson. (Imai does not discuss Patton, but the historical parallel is obvious.) My books "The Way of discuss General Carl von Clausewitz' "friction" in a workplace context. Friction includes seemingly minor inefficiencies and problems whose combined effects degrade the organization's performance. Imai uses the word "muda" (waste), and stresses the need to suppress it. Tom Peters says, "The accumulation of little items, each too 'trivial' to trouble the boss with, is a prime cause of miss-the-market delays." (from "Thriving on Chaos.") Muda is essentially the same thing as friction. Imai also mentions "muri" (strain), which arises from inadequate training, poor ergonomic design, and inadequate preventive maintenance. Muri is another form of friction. Imai also discusses tools like 5S-CANDO (CANDO = clearing up, arranging, neatness, discipline, and ongoing improvement). 5S-CANDO is another tool for reducing friction. Imai discusses Just-in-Time (JIT) as a tool for reducing inventory and improving product flow. Readers of Eliyahu Goldratt and Jeff Cox's "The Goal" will appreciate this section. Synchronous flow manufacturing (SFM) is treated in detail in "Leading the Way to Competitive Excellence: The Harris Mountaintop Case Study". The idea of JIT/SFM is to produce goods in response to customer demand, not to keep people and equipment busy. Imai discussess a mattress factory that uses this approach: it not only keeps inventory down, but it can offer far more product lines. This is a key tool for going after niche (small, specialized, customized) markets. William A. Levinson