Progressive Kaizen: The Key to Gaining a Global Competitive Advantage

Examining the basics of an effective kaizen process
Determining the general effectiveness of a Kaizen Initiative
Developing a formal schedule for Kaizen
Assigning a qualified full-time Coordinator
Establishing a formal budget for Kaizen
Number and type of Kaizen events conducted
The scope of Kaizen training
Communicating and tracking progress
Overview of the various types of Kaizen
High Impact Kaizen
Training and Implementation Kaizen
Problem Resolution Kaizen
Sustaining Kaizen
Key summation points
Adressing key roles and supporting tactics
The plant manager's role in Kaizen
Characteristics of a highly Lean oriented plant manager
Characteristics of Lean oriented company president
The floor supervisor's role in Kaizen
Insuring Kaizen as a tool for individual job improvement
Value of a formal "WRAP" [Waste reduction activity process)
Key summation points
Avoiding the typical pitfalls
Making the case against so-called "Expedited Kaizen"
The misstep of not including salaried employees in the equation
Allowing Kaizen accomplishments to deteriorate
Failure to clearly communicate the intended scope of Kaizen
Failure to effectively use a company's Production Engineers
Failure to restructure the stated objectives of key players in the process
The production manager
The shop floor supervisor
The production engineer
The lack of proper reporting and effective communications
The "Do's" and "Don'ts" of a viable Kaizen Process
A simple exercise to getting the most out of any Kaizen event
Key summation points
Where to start and how to proceed
The value of putting the first "Pull Production Zone" in Final Assembly
Sticking to the plan and avoiding distractions
Conducting the first High Impact Kaizen Event
Getting the most out of "Training and Implementation Kaizen"
Driving the use of "Problem Resolution" Kaizen
Understanding the role and use of "Sustaining Kaizen"
Implementing a WRAP - Waste Reduction Activity process
Communicating and tracking results
Key summation points
Other key facets of getting the most out of kaizen
Implementing and training Owner Operators
Conducting an annual structured audit of Kaizen
Selecting an outside service to assist
Sharing results of the audit with the workforce
Revising the Master Plan as needed
Assuring Kaizen is used as a tool for individual job improvement
Implementing a Kaizen incentive plan that works
Establishing a Lean oriented Maintenance organization
Ten Commandments of a fully supportive maintenance function
Sharing gains with other firms and trade publications
An eight Step Roadmap to making Kaizen all it can be
Key summation points

Biography

John W. Davis is an established author and recognized authority on Lean Manufacturing. With an extensive background in products ranging from air conditioning and fractional H.P, motors to jet engines, helicopters and elevators, Davis holds a broad range of experience in manufacturing and has consulted with numerous leading firms including Brunswick Corporation, Crane Pumps, CertainTeed Corporation, Rowe Manufacturing, JTB Furniture and Defiance Metal Products.