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EB

ONLINE

Cham : Springer International Publishing AG, 2018

1 online resource (282 pages)

ISBN 9783319914008 (electronic bk.)

ISBN 9783319913995

Print version: Otsuka, Keijiro Applying the Kaizen in Africa Cham : Springer International Publishing AG,c2018 ISBN 9783319913995

3.2.2.2 Sense of Participation and Capacity Building Among Front-Line Workers -- 3.2.2.3 Gradual Application of Kaizen at Different Levels.

2.2.3 Role of the Public Sector -- 2.3 Kaizen Dissemination in the ODA Framework -- 2.3.1 Cases in Southeast Asia -- 2.3.2 Cases in Latin America -- 2.3.3 Cases in Africa -- 2.4 Key Lessons and Challenges -- 2.4.1 Institutional Arrangements -- 2.4.2 Core Capacities and the Kaizen Mind-Set -- 2.4.3 Customization -- 2.5 Conclusions and Implications -- References -- 3: Kaizen in Practice -- 3.1 Kaizen as an Integral Part of Technology -- 3.1.1 Two Types of Kaizen Based on Objectives -- 3.1.2 Background Information on Kaizen -- 3.1.3 Management Technologies and Inherent Technologies -- 3.1.4 Kaizen Systems, Methodologies, and Tools -- 3.2 Fundamental Features of Kaizen -- 3.2.1 TPS as a Symbol of Kaizen -- 3.2.2 Detailed Features of Kaizen -- 3.2.2.1 Cost Reduction Through the Rigorous Elimination of Muda ---

3.2.2.2 Sense of Participation and Capacity Building Among Front-Line Workers -- 3.2.2.3 Gradual Application of Kaizen at Different Levels.

Intro -- Foreword -- Preface -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: How Kaizen Brightens Africa’s Future -- 1.1 What Is Kaizen? -- 1.2 How Does Kaizen Improve Quality and Productivity? -- 1.3 How Was Kaizen Born and How Has It Grown? Roots, Trunk, and Branches -- 1.3.1 Roots -- 1.3.2 Trunk and Branches -- 1.3.3 Dissemination of Kaizen to the SME Sectors in Japan -- 1.4 Opportunities and Challenges for Africa as a Late Adopter -- 1.4.1 Challenges -- 1.4.2 Encouraging Findings and Opportunities -- 1.5 The Structure of the Book -- References -- 2: Role of Kaizen in Japan’s Overseas Development Cooperation -- 2.1 Technical Cooperation (TC) in Japan’s Official Development Assistance (ODA) -- 2.2 Theoretical Framework of Technical Cooperation -- 2.2.1 Customization of Knowledge -- 2.2.2 Learning by Doing ---

4.3 What Kind of Kaizen Methods and Concepts Are More Appropriate for African SMEs? -- 4.3.1 More Acceptable Conditions for Kaizen (First Viewpoint) -- 4.3.2 Direction for Kaizen Promotion in Africa (Second Viewpoint) -- 4.4 Standardizing Kaizen Approaches in Africa -- 4.4.1 Why Is Standardization of Kaizen Necessary? -- 4.4.2 Key Features of the Initiative’s Kaizen Standard -- 4.4.3 Significance of Standardizing Kaizen in Africa -- 4.5 Concluding Remarks -- References -- 5: Kaizen as Policy Instrument: The Case of Ethiopia -- 5.1 The Landmark -- 5.2 Institutional Development -- 5.2.1 Learning from Success Factors -- 5.2.1.1 Approach to Kaizen Activities -- 5.2.1.2 Vision, Mission, and Objectives -- 5.2.1.3 Organizational Frameworks -- 5.2.1.4 Importance of Customization -- 5.2.1.5 Creating a Kaizen Mindset ---

3.2.2.4 Relying on Analytic Thinking Rather Than Large Investment -- 3.3 Guidelines of Kaizen Implementation -- 3.3.1 Four Guidelines for Consultants and Workers -- 3.3.2 Four Guidelines for Kaizen Management -- 3.4 Advantages and Challenges of Kaizen -- 3.4.1 Inherent Advantages of Kaizen Technologies -- 3.4.2 Opportunities for Kaizen Transfer -- 3.4.3 Challenges of Kaizen Transfer -- 3.5 Concluding Remarks -- References -- 4: Kaizen and Standardization -- 4.1 Kaizen Modified in the US -- 4.1.1 Six Sigma -- 4.1.2 Lean Production System -- 4.1.3 Business Process Re-engineering (BPR) -- 4.1.4 Background of Japanese-Style Kaizen and Western-Style Kaizen: Differences in Industrial Climate and Corporate Culture -- 4.2 ISO and Kaizen -- 4.2.1 Internationally Standardized Kaizen -- 4.2.2 Significance of International Standardization ---

4.3 What Kind of Kaizen Methods and Concepts Are More Appropriate for African SMEs? -- 4.3.1 More Acceptable Conditions for Kaizen (First Viewpoint) -- 4.3.2 Direction for Kaizen Promotion in Africa (Second Viewpoint) -- 4.4 Standardizing Kaizen Approaches in Africa -- 4.4.1 Why Is Standardization of Kaizen Necessary? -- 4.4.2 Key Features of the Initiative’s Kaizen Standard -- 4.4.3 Significance of Standardizing Kaizen in Africa -- 4.5 Concluding Remarks -- References -- 5: Kaizen as Policy Instrument: The Case of Ethiopia -- 5.1 The Landmark -- 5.2 Institutional Development -- 5.2.1 Learning from Success Factors -- 5.2.1.1 Approach to Kaizen Activities -- 5.2.1.2 Vision, Mission, and Objectives -- 5.2.1.3 Organizational Frameworks -- 5.2.1.4 Importance of Customization -- 5.2.1.5 Creating a Kaizen Mindset ---

5.2.1.6 The Need for Commitment and Leadership -- 5.2.1.7 Expanding Kaizen Activities -- 5.2.2 Learning from Cases of Failure -- 5.2.3 The Ethiopia Kaizen Institute.

3.2.2.4 Relying on Analytic Thinking Rather Than Large Investment -- 3.3 Guidelines of Kaizen Implementation -- 3.3.1 Four Guidelines for Consultants and Workers -- 3.3.2 Four Guidelines for Kaizen Management -- 3.4 Advantages and Challenges of Kaizen -- 3.4.1 Inherent Advantages of Kaizen Technologies -- 3.4.2 Opportunities for Kaizen Transfer -- 3.4.3 Challenges of Kaizen Transfer -- 3.5 Concluding Remarks -- References -- 4: Kaizen and Standardization -- 4.1 Kaizen Modified in the US -- 4.1.1 Six Sigma -- 4.1.2 Lean Production System -- 4.1.3 Business Process Re-engineering (BPR) -- 4.1.4 Background of Japanese-Style Kaizen and Western-Style Kaizen: Differences in Industrial Climate and Corporate Culture -- 4.2 ISO and Kaizen -- 4.2.1 Internationally Standardized Kaizen -- 4.2.2 Significance of International Standardization ---

5.3 Ethiopian Kaizen: Roadmap and Strategies -- 5.3.1 GTP II Plan (2015-2020) -- 5.3.2 Vision of EKI -- 5.3.3 Basic Direction of Kaizen Movement -- 5.3.4 Objectives -- 5.4 Counting the Results: Achievements, Success Factors, and Challenges -- 5.4.1 Challenges -- 5.5 The Ethiopian Kaizen Model: A Shopping Arcade for Africa? -- 5.5.1 Strong Commitment of Top Leadership at All Levels -- 5.5.2 Establishing a National Organizational Framework with a Clear Vision, Mission, and Strong Leadership -- 5.5.3 Optimum Utilization of Kaizen Projects -- 5.5.4 Grassroot-Level Promotion -- 5.5.5 Customization and Standardization of Training Program and Materials -- 5.5.6 Developing Capable Management and Consultants -- 5.5.7 Establishing a System of Recognition and Award -- 5.5.8 Sustaining Kaizen Activities -- References -- 6: Kaizen as a Key Ingredient of Industrial Development Policy -- 6.1 Kaizen as an Entry Point to Industrial Development -- 6.2 From Kaizen to Industrial Parks and Financial Support -- 6.2.1 Investment in Kaizen Training -- 6.2.2 Investment in Industrial Parks -- 6.2.3 Financial Support -- 6.3 Kaizen for Attracting and Taking Advantage of FDI -- 6.4 Conclusions and Implications -- References -- Appendix: Teaching Material for Classroom Training and the Manual for In-Company Training -- Introduction -- Part 1: 5S and Muda Elimination (Classroom Training) -- Part 2: 5S and Muda Elimination (In-Company Training) -- Part 3: The Quality Control (QC) Circle (Classroom Training) -- Part 4: Quality Control (QC) Circle (In-Company Training) -- Index.

001895217

express

(Au-PeEL)EBL6422800

(MiAaPQ)EBC6422800

(OCoLC)1229839485