Gemba Kaizen Buchzusammenfassung - das Wichtigste aus Gemba Kaizen

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Zusammenfassung von Gemba Kaizen

Name: Gemba Kaizen
Rating: 4.3 (97 reviews)
Author: Masaaki Imai

Masaaki Imai

A Common Sense Approach to a Continuous Improvement Strategy

4.3 (97 Bewertungen)

17 Min.

Kurz zusammengefasst

Gemba Kaizen by Masaaki Imai is a management guidebook that emphasizes continuous improvement in the workplace by focusing on the "gemba," or the actual place where work is done. It provides practical insights and tools for creating a culture of productivity and quality.

Themen

Strategie Effektivität Östliche Philosophie

Inhaltsübersicht

Gemba Kaizen
in 7 Kernaussagen verstehen

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Kernaussage 1 von 7

What’s in it for me? Achieve more with less.

Imagine you’re an industrialist and your country has just been ravaged by a war. You have lost half of your staff, several of your factory buildings have been destroyed and supplies are scarce.

How do you manage?

That’s exactly the situation many Japanese industrialists faced after the World War II – and manage they did. In fact, they found a way to elicit superb results with minimal resources, and Japanese industry experienced a meteoric rise as a result. As a manager, you’ll always want to achieve more with less. Luckily, it’s possible right now, anywhere, without an expensive upgrade in technology.

Many Western companies already emulate the thrifty Japanese modes of production, and thrive while doing so. So what’s the secret? In these blinks, you’ll learn about one of these techniques: Gemba Kaizen. You’ll find out how to analyze your work protocols, cut out anything that’s not necessary and involve all your employees in the process.

You’ll also learn

how red tape can help you become more productive;
how to get to the bottom of every problem with just five questions; and
why it can actually be a good sign if a manager is not in her office all that often.

Gemba Kaizen is a low-cost strategy that increases productivity by involving employees to help eliminate nonessential steps.

So, you want your company to become more productive. Perhaps you’ll hire a specialized consultant, or invest in some new equipment. But increased productivity isn’t necessarily achieved by adding more. In fact, it’s often quite the opposite.

The Gemba Kaizen strategy guides you to greater productivity through elimination. When we analyze working processes, we often find several elements that consume time and energy without contributing anything to the end product.

These wasteful elements are called muda. By eliminating muda, we can free up resources, which in turn can be put to more effective use. For instance, muda could be overproduction, or the waiting time created by inefficient transportation. Even the time you spend walking from A to B is muda!

In fact, the notion that walking is wasteful sparked radical improvements in a US hospital. Through clever design, the distances staff had to walk were reduced by several miles. Employees subsequently completed 100 percent of their tasks in half the time!

Employees don’t just benefit from Gemba Kaizen efficiency – they’re also responsible for creating and implementing strategies. Employees, not managers, are in charge of the day-to-day work that presents the most opportunities for improvement.

That’s why Gemba Kaizen regards employees as the real experts. With employees playing the central role in boosting your company’s productivity, there’s no need for an external consultant or costly innovations. Instead, Gemba Kaizen expects every employee and every manager in a company to stay on the lookout for possible ways to improve working processes.

Gemba Kaizen can be applied to a variety of different businesses.

Most people who hear “Gemba Kaizen” or “lean business” think about conveyor belts, car manufacturing and the like. But that’s only part of the story. Let’s look at the beginnings of Gemba Kaizen, when it emerged as the only strategy that could save Toyota.

Japan is a country with few natural resources, and after World War II, much of its industrial infrastructure was destroyed. Companies couldn’t afford to waste any assets or resources. Japanese employees were hired for life, so their continuous improvement became a vital factor for economic success, too.

Flexible standards help companies thrive.

Though many corporations strive for efficiency, few are so outstanding in their organization as nature’s humble ant colony. So what’s the secret behind these incredibly effective insects? Ants achieve order through a set of simple standard processes, and we too can benefit from standards.

Standards represent the best known way to do things at a given time. With firm standards, everyone knows what to do and what’s expected of them. This eliminates mistakes caused by the idiosyncrasies of individual workers in one clean sweep. Think about it: when you’re new at a job, the first thing you look to are the workplace standards, so you can find your footing.

Self-discipline allows workplaces to create and sustain efficiency.

Self-discipline plays a key role in Japanese culture, especially in the workplace. The workplace, Gemba, is where value is generated. Kaizen philosophy influenced five powerful practices that use self-discipline to keep the Gemba streamlined. These are the five Ss.

The first of the five Ss of proper workplace organization is Seiri, which means to sort out all unnecessary items from the Gemba. It’s a popular Kaizen technique, in which a leader will walk through the Gemba and mark everything that’s not essential with red tape. Next, the workers have the opportunity to object to any labelling and prove that a tagged item is necessary. After that, all items still tagged will be removed.

Visualizing work processes allows for quicker troubleshooting and stronger employee motivation.

These days you often hear people claiming to be visual thinkers. Well, the truth is that we all are! Pictures and charts are great aids for understanding abstract situations and concepts. And that’s where visual management comes in. This strategy employs a combination of simple visual tools to provide information on working processes.

Visual management helps identify problems and makes it easier to maintain standards. When a manager makes her rounds, she doesn’t have the time to play detective and look for hidden problems. Instead, visual tools will provide her with all the essential information.

A Kaizen approach is not complete without a CEO who practices what he preaches.

Gemba Kaizen isn’t just a strategy: it’s a mind-set. It must be practiced by the head of the company, and practiced in a way that provides a leading example for employees. Think of it this way: a hand couldn’t possibly carry out a motion without the necessary nerve impulse from the brain.

A CEO must make it totally clear that Kaizen will be implemented and that everybody has to come on board; otherwise, the goals of productivity and efficiency just won’t be fulfilled. But people don’t always respond well to change. Sometimes employees need a little convincing, and the CEO is the best person for that task.

Good managers work in the midst of the Gemba.

To understand problems and maintain standards, the manager needs to be in touch with the Gemba. Since standards are the backbone of the working process, they must be maintained constantly.

Picture a pizza manufacturer where the mozzarella keeps spoiling over the course of each afternoon. The solution is for all workers to wash their hands more frequently – this consequently becomes a standard.

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Worum geht es in Gemba Kaizen?

Gemba Kaizen (1997) is an introduction to the Japanese business philosophy of Kaizen, which revolutionizes working standards to reduce waste and increase efficiency at little cost. Author Masaaki Imai reveals the aspects of Kaizen that are crucial to building lean business strategies.

Bestes Zitat aus Gemba Kaizen

Although improvements under kaizen are small and incremental, the...process brings about dramatic results over time.

—Masaaki Imai

Wer Gemba Kaizen lesen sollte

People working in production and managers who supervise standardized processes
Anyone interested in Japanese management philosophies
Anyone who wants to improve their overall workflow

Über den Autor

Masaaki Imai is an accomplished writer of books about Kaizen. In 1986, he founded the Kaizen Institute Consulting Group and has worked as an author and consultant around the world.

Kategorien mit Gemba Kaizen

Produktivität Management & Leadership

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