What do you think?
Rate this book
Gemba Kaizen
Escrito por Masaaki Imai, pioneiro da excelência operacional moderna e fundador do Kaizen Institute, esta nova edição de Gemba Kaizen faz uma revisão profunda de seu livro mais importante. O texto mostra como implementar melhorias incrementais e eficientes em custo nos mais críticos processos de negócio. Estudos de caso do mundo inteiro e de uma grande variedade de indústrias mostram como o gemba kaizen foi usado em diversos países para transformar processos e mudar culturas.
Kindle Edition
First published March 1, 1997
196 people are currently reading
1248 people want to read
About the author
Masaaki Imai
33 books32 followersManagement Guru, Kaizen Pioneer, Founder of Kaizen Institutex
Masaaki Imai is the Founder of Kaizen Institute which was established in Switzerland in 1985 to help companies implement the practice of kaizen and the various systems and tools known today as Lean Management. Today Kaizen Institute Consulting Group (KICG) is the leading global operational excellence consultancy with over 400 professionals located in offices across 30 countries serving clients in 25 languages.
Over the last three decades Mr. Imai has authored books and articles, held lectures on kaizen, quality, leadership, Lean and other related management subjects, has consulted with global companies, introduced kaizen as a commonsense continuous improvement approach on every inhabited continent.
Mr. Imai’s contribution has been one of integrating various kaizen management practices, such as Just-in-time, TQM, and TPM, into the cultural environments of client companies. He was also the first to organize study missions to Japan to study kaizen and Lean methods, a service that Kaizen Institute continues today, having led more than 200 groups and 4,000 people.
Mr. Imai speaks not only to leadership issues but also to frontline issues at the gemba or “the real place where value is added”. He understands the steps required to make a company world-class and moving it from a result-oriented to process-oriented company.
Masaaki Imai is the Founder of Kaizen Institute which was established in Switzerland in 1985 to help companies implement the practice of kaizen and the various systems and tools known today as Lean Management. Today Kaizen Institute Consulting Group (KICG) is the leading global operational excellence consultancy with over 400 professionals located in offices across 30 countries serving clients in 25 languages.
Over the last three decades Mr. Imai has authored books and articles, held lectures on kaizen, quality, leadership, Lean and other related management subjects, has consulted with global companies, introduced kaizen as a commonsense continuous improvement approach on every inhabited continent.
Mr. Imai’s contribution has been one of integrating various kaizen management practices, such as Just-in-time, TQM, and TPM, into the cultural environments of client companies. He was also the first to organize study missions to Japan to study kaizen and Lean methods, a service that Kaizen Institute continues today, having led more than 200 groups and 4,000 people.
Mr. Imai speaks not only to leadership issues but also to frontline issues at the gemba or “the real place where value is added”. He understands the steps required to make a company world-class and moving it from a result-oriented to process-oriented company.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 34 reviews
January 24, 2015
This was a very easy read, and a good introduction to understanding the need for continual improvement.
I'd like to give it to many people in my company.
The last half of the book is filled with case studies. It seemed that only 2 or three seemed directly applicable to my work, but most did have a least one or two ideas or examples that were general enough to be applicable. The use cases were a bit repetitive, but I suppose that this repetitiveness helps in burning the concepts into your mind.
I'd like to give it to many people in my company.
The last half of the book is filled with case studies. It seemed that only 2 or three seemed directly applicable to my work, but most did have a least one or two ideas or examples that were general enough to be applicable. The use cases were a bit repetitive, but I suppose that this repetitiveness helps in burning the concepts into your mind.
March 14, 2021
Overall I think this book has some good, badly organized content and a lot of publicity.
This book is divided in two parts. A first part, where all the concepts are explained, and a second part, where some examples and case studies are highlighted.
The first part contains a lot of Kaizen concepts well explained - so if you are looking to learn more about Kaizen and lean this book is for you. However, all the concepts lack a transversal framework that groups everything together. It felt that the concepts and methods were explained in a laundry list format.
The second part provides a gigantic laundry list of case examples of how companies were successful implementing Kaizen methodologies and tools. In my opinion it misses a guiding line between all the case studies since the book only focuses in describing the biggest number of success stories it can. It felt like a 200 page appendix of publicity about how good Kaizen is. It misses a framework at the beginning stating why these success stories were chosen in favor of others and, better even, they should have been merger with the concepts of the first part to give light on the concepts being explain, to function as explanatory examples for the methods. Also, the book has a lot of 1-page images and frameworks that, in my opinion, don't bring that much value.
All in all, I think this could have been a killer book, if written in 200 pages (instead of 400), with a good overall framework for all kaizen concepts and the success stories used as supporting evidence for the methodologies (and not as a laundry list of show-off).
Nevertheless, the book touches on the following good material
1) Major Kaizen Systems
a) Total Quality Control (TQC)
b) Total Quality Management (TQM)
c) Total Productive Maintenance (TPM)
d) Policy deployment
e) A suggestion system
f) Small-group activities
2) The House of Gemba
3) Five A (5S) of Good Housekeeping
a) Sort (Seiri)
b) Straighten (Seiton)
c) Scrub (Seiso)
d) Systematize (Seiketsu)
e) Standardize (Shitsuke)
4) Productivity Improvement
a) Improve quality
b) Improve productivity
c) Reduce inventory
d) Shorten the production line
e) Reduce machine downtime (SMED tool)
f) Reduce space
g) Reduce lead time
5) Muda
a) Overproduction
b) Inventory
c) Defects
d) Motion
e) Processing
f) Waiting
g) Transport
6) Golden Rules of Gemba
a) When a problem (abnormality) arises, go to the gemba first
b) Check the gembutsu ("relevant objects")
c) Take temporary countermeasures on the spot
d) Find the root cause
e) Standardize to prevent recurrence
7) Standards
8) Muda (waste), Mura (variation), Muri (overburden)
9) Visual Management in the Five Ms
a) Manpower (operations)
b) Machines
c) Materials
d) Methods
e) Measurements
10) From Just-in-Time to Total Flow Management
a) Takt time vs. cycle time
b) push production vs. pull production
c) Establishing production flow
d) Benefits: i) cost reduction, ii) working capital reduction, iii) increased productivity, iv) increased quality, v) increased customer service and satisfaction
11) The CEO role in Kaizen
This book is divided in two parts. A first part, where all the concepts are explained, and a second part, where some examples and case studies are highlighted.
The first part contains a lot of Kaizen concepts well explained - so if you are looking to learn more about Kaizen and lean this book is for you. However, all the concepts lack a transversal framework that groups everything together. It felt that the concepts and methods were explained in a laundry list format.
The second part provides a gigantic laundry list of case examples of how companies were successful implementing Kaizen methodologies and tools. In my opinion it misses a guiding line between all the case studies since the book only focuses in describing the biggest number of success stories it can. It felt like a 200 page appendix of publicity about how good Kaizen is. It misses a framework at the beginning stating why these success stories were chosen in favor of others and, better even, they should have been merger with the concepts of the first part to give light on the concepts being explain, to function as explanatory examples for the methods. Also, the book has a lot of 1-page images and frameworks that, in my opinion, don't bring that much value.
All in all, I think this could have been a killer book, if written in 200 pages (instead of 400), with a good overall framework for all kaizen concepts and the success stories used as supporting evidence for the methodologies (and not as a laundry list of show-off).
Nevertheless, the book touches on the following good material
1) Major Kaizen Systems
a) Total Quality Control (TQC)
b) Total Quality Management (TQM)
c) Total Productive Maintenance (TPM)
d) Policy deployment
e) A suggestion system
f) Small-group activities
2) The House of Gemba
3) Five A (5S) of Good Housekeeping
a) Sort (Seiri)
b) Straighten (Seiton)
c) Scrub (Seiso)
d) Systematize (Seiketsu)
e) Standardize (Shitsuke)
4) Productivity Improvement
a) Improve quality
b) Improve productivity
c) Reduce inventory
d) Shorten the production line
e) Reduce machine downtime (SMED tool)
f) Reduce space
g) Reduce lead time
5) Muda
a) Overproduction
b) Inventory
c) Defects
d) Motion
e) Processing
f) Waiting
g) Transport
6) Golden Rules of Gemba
a) When a problem (abnormality) arises, go to the gemba first
b) Check the gembutsu ("relevant objects")
c) Take temporary countermeasures on the spot
d) Find the root cause
e) Standardize to prevent recurrence
7) Standards
8) Muda (waste), Mura (variation), Muri (overburden)
9) Visual Management in the Five Ms
a) Manpower (operations)
b) Machines
c) Materials
d) Methods
e) Measurements
10) From Just-in-Time to Total Flow Management
a) Takt time vs. cycle time
b) push production vs. pull production
c) Establishing production flow
d) Benefits: i) cost reduction, ii) working capital reduction, iii) increased productivity, iv) increased quality, v) increased customer service and satisfaction
11) The CEO role in Kaizen
February 1, 2017
What blew my mind was the lean and the ideas associated with Japanese manufacturing are American inventions.
May 17, 2024
Overview:
"Gemba Kaizen" by Masaaki Imai presents an incisive exploration of the principles and practices of Kaizen, emphasizing continuous improvement through practical, low-cost strategies. The term "Gemba" refers to the actual place where work is done, and the book underscores the importance of making improvements directly at the source.
Content:
Imai outlines the foundational concepts of Kaizen, focusing on the need for a mindset shift towards constant, incremental improvement. The book delves into the practical applications of Kaizen in various business environments, illustrating how even small changes can lead to significant enhancements in productivity, quality, and efficiency.
Strengths:
Practical Examples: The author provides numerous real-world examples and case studies that illustrate the successful implementation of Kaizen.
Accessibility: The approach is designed to be low-cost and commonsense, making it accessible to organizations of all sizes.
Focus on People: Imai emphasizes the role of employees at all levels, advocating for their involvement and empowerment in the improvement process.
Weaknesses:
Repetition: The book tends to reiterate the same points, which can be tiresome and redundant for readers seeking concise information.
Lack of Depth: While it offers a broad overview, the book sometimes lacks depth in its exploration of more complex Kaizen techniques and tools.
Conclusion:
"Gemba Kaizen" serves as a valuable introduction to the principles of Kaizen, especially for those new to the concept. However, for seasoned practitioners, the content might seem overly simplistic and repetitive. The book's strength lies in its practical, down-to-earth advice, though it falls short in providing in-depth, advanced insights for more experienced professionals.
Note:
While "Gemba Kaizen" presents useful guidelines for low-cost management improvements, its tendency to repeat key concepts can be frustrating. The book is a solid starting point but requires supplementation with more detailed texts for those seeking comprehensive mastery of Kaizen practices.
"Gemba Kaizen" by Masaaki Imai presents an incisive exploration of the principles and practices of Kaizen, emphasizing continuous improvement through practical, low-cost strategies. The term "Gemba" refers to the actual place where work is done, and the book underscores the importance of making improvements directly at the source.
Content:
Imai outlines the foundational concepts of Kaizen, focusing on the need for a mindset shift towards constant, incremental improvement. The book delves into the practical applications of Kaizen in various business environments, illustrating how even small changes can lead to significant enhancements in productivity, quality, and efficiency.
Strengths:
Practical Examples: The author provides numerous real-world examples and case studies that illustrate the successful implementation of Kaizen.
Accessibility: The approach is designed to be low-cost and commonsense, making it accessible to organizations of all sizes.
Focus on People: Imai emphasizes the role of employees at all levels, advocating for their involvement and empowerment in the improvement process.
Weaknesses:
Repetition: The book tends to reiterate the same points, which can be tiresome and redundant for readers seeking concise information.
Lack of Depth: While it offers a broad overview, the book sometimes lacks depth in its exploration of more complex Kaizen techniques and tools.
Conclusion:
"Gemba Kaizen" serves as a valuable introduction to the principles of Kaizen, especially for those new to the concept. However, for seasoned practitioners, the content might seem overly simplistic and repetitive. The book's strength lies in its practical, down-to-earth advice, though it falls short in providing in-depth, advanced insights for more experienced professionals.
Note:
While "Gemba Kaizen" presents useful guidelines for low-cost management improvements, its tendency to repeat key concepts can be frustrating. The book is a solid starting point but requires supplementation with more detailed texts for those seeking comprehensive mastery of Kaizen practices.
September 14, 2019
This book’s interesting title spawns from the Japanese language, which serves as the nomenclature for the essential concepts conveyed in this text. This book communicates the concept of management which grew out of Japan, was popularized in the 1980s, and served as the philosophy for companies like Toyota. Management texts like this and Deming’s famous fourteen points taught and continue to teach the international business community about running better businesses.
The philosophy of this work is simple. Instead of focusing on goal-achievement (as many in the West have), workers should focus on continual improvement (the kaizen) of their work practices (the gemba). Each day, they should try to eliminate some wasted energy or product from their work (the muda). I find this philosophy more congruent with my understanding of my work in the sciences and in research. It facilitates open-ended work instead of predefined (and often constricting) goals.
Although the concepts are commonplace in leading American businesses today, the nomenclature was introduced to me from a group at the University of Alabama at Birmingham who use it to manage their medical center. After 200 pages of theory, this book also contains about 200 additional pages of use cases where these concepts are applied to many businesses in many different situations across many continents. It is relevant to areas as disperse as manufacturing, medical practice, and software development.
The philosophy of this work is simple. Instead of focusing on goal-achievement (as many in the West have), workers should focus on continual improvement (the kaizen) of their work practices (the gemba). Each day, they should try to eliminate some wasted energy or product from their work (the muda). I find this philosophy more congruent with my understanding of my work in the sciences and in research. It facilitates open-ended work instead of predefined (and often constricting) goals.
Although the concepts are commonplace in leading American businesses today, the nomenclature was introduced to me from a group at the University of Alabama at Birmingham who use it to manage their medical center. After 200 pages of theory, this book also contains about 200 additional pages of use cases where these concepts are applied to many businesses in many different situations across many continents. It is relevant to areas as disperse as manufacturing, medical practice, and software development.
December 26, 2023
A lot of the concepts in these management books have always struck me as fairly obvious: yes, quality is important. Prioritize quality over other concerns because you need to be competitive on the market. Be specific when giving feedback and setting goals. Involve all relevant stakeholders to contribute ideas for continuous improvement, etc. Hard to argue with any of that. However, I did enjoy some of the specific examples Imai has in this book, such as the one about the water in the hot spring resort. Question data and find the true root cause of an issue.
The tenets of "gemba" are similar to user research and user-centered design, areas that became more popular after this book was published in '97. Yes, it makes sense to actually do real user research, such as ethnography, as opposed to sitting around in meetings and theorizing. But the application of this "gemba" approach isn't without issues. In one example, a company decides that knocking down its walls and forcing everyone into an "open-concept office" is the way to go because of "gemba" and one employee complains that it would be "too noisy." This, I think, is a valid complaint. We have seen more recently that open-concept offices have their own issues.
I agree that standardization is generally good and should be done, where possible, but I also believe that it is a lot more possible and practical to accomplish it in manufacturing.
Goes a bit overkill on all the case studies at the end, IMO. That could have been trimmed.
The tenets of "gemba" are similar to user research and user-centered design, areas that became more popular after this book was published in '97. Yes, it makes sense to actually do real user research, such as ethnography, as opposed to sitting around in meetings and theorizing. But the application of this "gemba" approach isn't without issues. In one example, a company decides that knocking down its walls and forcing everyone into an "open-concept office" is the way to go because of "gemba" and one employee complains that it would be "too noisy." This, I think, is a valid complaint. We have seen more recently that open-concept offices have their own issues.
I agree that standardization is generally good and should be done, where possible, but I also believe that it is a lot more possible and practical to accomplish it in manufacturing.
Goes a bit overkill on all the case studies at the end, IMO. That could have been trimmed.
November 12, 2021
Recommended for anyone in big corporations or government who's looking for a method and philosophy to create structural change for quality and efficiency.
"Kaizen" means continual improvement, and "Gemba" means the workplace - so basically, it means bringing continuous improvement for the better at a workplace. So not only we should look at operation and innovation, but there needs to be a space there for Kaizen (to improve existing processes and products).
For this to work, we need to get rid of or reduce "Muda", which means wastes.
It's interesting to see there are many touchpoints and matrics that can be monitored and optimized. Example of Muda: transportation time, waiting time, duration of downtime, production time, movement distance...etc. By reducing those waste, we become more efficient.
Cost-reduction and quality improvement go hand in hand, not one without the other. Track and reduce the Muda, keep improving the processes from pre to post-production, and have a QA system to monitor throughout.
"Kaizen" means continual improvement, and "Gemba" means the workplace - so basically, it means bringing continuous improvement for the better at a workplace. So not only we should look at operation and innovation, but there needs to be a space there for Kaizen (to improve existing processes and products).
For this to work, we need to get rid of or reduce "Muda", which means wastes.
It's interesting to see there are many touchpoints and matrics that can be monitored and optimized. Example of Muda: transportation time, waiting time, duration of downtime, production time, movement distance...etc. By reducing those waste, we become more efficient.
Cost-reduction and quality improvement go hand in hand, not one without the other. Track and reduce the Muda, keep improving the processes from pre to post-production, and have a QA system to monitor throughout.
September 11, 2023
Awalnya saya pikir buku ini sama persis dengan Strategic Kaizen, ternyata ada bedanya. Masih menggunakan inti dari kaizen perihal elimination hal-hal yang tidak perlu di tempat kerja (Gemba), berikut pengetahuan tambahan dari buku ini:
1. Penerapan standard kerja yang fleksibel membantu perusahaan lebih berkembang.
2. Disiplin diri membantu menciptakan dan mempertahankan efisiensi, dalam buku ini diceritakan tentang 5S kaizen yang sudah sering kita dengar.
3. Manajemen visual adalah alat yang murah, masuk akal, dan memungkinkan kita menghemat waktu dalam memecahkan masalah pada lingkungan kerja yang semakin kompleks, sekaligus motivasi karyawan secara lebih kuat.
4. Gemba Kaizen adalah pola pikir, harus dilakukan oleh pimpinan perusahaan, dan dilakukan sedemikian rupa sehingga memberikan contoh yang baik bagi karyawan.
5. Manajer yang baik bekerja di tengah-tengah Gemba, mereka akan lebih mengenal pekerjanya dan kedua belah pihak akan lebih percaya satu sama lain.
Buku ini jadi semacam gabungan Kaizen + 4DX.
1. Penerapan standard kerja yang fleksibel membantu perusahaan lebih berkembang.
2. Disiplin diri membantu menciptakan dan mempertahankan efisiensi, dalam buku ini diceritakan tentang 5S kaizen yang sudah sering kita dengar.
3. Manajemen visual adalah alat yang murah, masuk akal, dan memungkinkan kita menghemat waktu dalam memecahkan masalah pada lingkungan kerja yang semakin kompleks, sekaligus motivasi karyawan secara lebih kuat.
4. Gemba Kaizen adalah pola pikir, harus dilakukan oleh pimpinan perusahaan, dan dilakukan sedemikian rupa sehingga memberikan contoh yang baik bagi karyawan.
5. Manajer yang baik bekerja di tengah-tengah Gemba, mereka akan lebih mengenal pekerjanya dan kedua belah pihak akan lebih percaya satu sama lain.
Buku ini jadi semacam gabungan Kaizen + 4DX.
May 23, 2018
4-4.5 stars
It's a very clear depiction of both concepts: gemba gembutsu & kaizen.
Very structured, directly referring to whole knowledge base accumulated by kaizen practitioners across Japanese industry leader companies - though very credible. It's focus on typical production companies (as kaizen originated there), but 80-90% of ideas can be directly applied in other industries as well.
Why not 5 stars then? Because it's a rating of a book, not of a method. Book itself is very dry, even with all the examples - in fact ~40% of the book (final part) consists of cases, but they are very far from being inspiring or even just interesting. Maybe it was me being tired with the topic, but I think that going for count instead of quality (pleeenty of cases here) didn't help here.
But anyway - if you're interested in Kaizen and/or Toyota Way, plus you're not afraid of manufacturing industrial specifics, that book is truly a decent read.
It's a very clear depiction of both concepts: gemba gembutsu & kaizen.
Very structured, directly referring to whole knowledge base accumulated by kaizen practitioners across Japanese industry leader companies - though very credible. It's focus on typical production companies (as kaizen originated there), but 80-90% of ideas can be directly applied in other industries as well.
Why not 5 stars then? Because it's a rating of a book, not of a method. Book itself is very dry, even with all the examples - in fact ~40% of the book (final part) consists of cases, but they are very far from being inspiring or even just interesting. Maybe it was me being tired with the topic, but I think that going for count instead of quality (pleeenty of cases here) didn't help here.
But anyway - if you're interested in Kaizen and/or Toyota Way, plus you're not afraid of manufacturing industrial specifics, that book is truly a decent read.
November 17, 2020
Excellent learning book!
This book explains most of the concepts in a very simple way. There are maybe a little too many references, although some of them are really excellent are good learning examples.
Excellent book nevertheless!
This book explains most of the concepts in a very simple way. There are maybe a little too many references, although some of them are really excellent are good learning examples.
Excellent book nevertheless!
February 14, 2018
Excellent overview of how to address manufacturing issues at their point of origin. Excellent book to read in conjunction with "Kaizan" methodology.
June 13, 2018
Good book on understanding the basic principles of Lean, Six Sigma, and how to apply them in the workplace.
April 23, 2019
Great book to people that want to take a general view of the Kaizen System. I recommend this book to be part as your work shelf
June 14, 2019
I love the Kaizen approach to work and life.
October 6, 2019
Daha çok üretim planlaması ile ilgili
September 20, 2020
Practical.A good bible. Recommended for all managers,leaders either you are in design or production or service business.
Want to read
January 21, 2021HD31 .I43 2012
Read
January 9, 2016SELF-DISCIPLINE -creates and sustains efficiency
Seiri -sort out all unnecessary items
Seiton -straighten things out
Selso -keeping everything clean and tidy.
Seiketsu -systematizing the first three steps,
Shitsuke -maintaining and standardizing what you’ve achieved so far.
GEMBA KAIZEN -Definition -Continous Improvement
Strategy
-increase productivity
-eliminating non essential step
-Achieve more with less.
Gemba Kaizen is a mind-set. building an environment of constant improvement.
3 STEPS
create standardss
follow them
find a better way
IDEA
Investigate
Design
Execute
Adjustment
Reflection
WHAT WAS SUPPOSED TO HAPPEN?
WHAT ACTUALLY HAPPENED?
Why?
FINAL SUMMARY
Gemba Kaizen is driven by constant improvement and self-disciplined employees, with managers engaged at all levels of the workplace. Through a handful of simple, common-sense techniques, you can use Kaizen philosophy within your company to streamline, revolutionize and thrive.
Seiri -sort out all unnecessary items
Seiton -straighten things out
Selso -keeping everything clean and tidy.
Seiketsu -systematizing the first three steps,
Shitsuke -maintaining and standardizing what you’ve achieved so far.
GEMBA KAIZEN -Definition -Continous Improvement
Strategy
-increase productivity
-eliminating non essential step
-Achieve more with less.
Gemba Kaizen is a mind-set. building an environment of constant improvement.
3 STEPS
create standardss
follow them
find a better way
IDEA
Investigate
Design
Execute
Adjustment
Reflection
WHAT WAS SUPPOSED TO HAPPEN?
WHAT ACTUALLY HAPPENED?
Why?
FINAL SUMMARY
Gemba Kaizen is driven by constant improvement and self-disciplined employees, with managers engaged at all levels of the workplace. Through a handful of simple, common-sense techniques, you can use Kaizen philosophy within your company to streamline, revolutionize and thrive.
This entire review has been hidden because of spoilers.
January 19, 2013
This books give you a good introduction into Kaizen and the results when you apply it into your organization. With all the different case studies (Kaizen stories) as a reader I can see how different industries can take advantage of Kaizen. I recommend every upper management to read this to change the perspective towards the way work is handled, people are treated and profit maximization.
April 16, 2016
Good book. Easy to read & understand. Presents the basic principles of Kaizen (Rapid Improvement Events) & how to apply LEAN SIX-SIGMA in any area: manufacturing, healthcare, education & other areas. Gemba Kaizen is constant improvement & learning to learn! Develops self-disciplined employees, engaged management at all levels & increased productivity. Read it. It will change the way you think.
January 30, 2017
A good place to start when learning about the Kaizen philosophy. It's top level, and does not go deep on the processes, though i think each of them deserves their own book.
I highly recommend, and i believe the ideas are applicable in all kinds of businesses and situations. Even for maintaining a kaizen way of life. :)
I highly recommend, and i believe the ideas are applicable in all kinds of businesses and situations. Even for maintaining a kaizen way of life. :)
January 9, 2016
Gemba Kaizen is driven by constant improvement and self-disciplined employees, with managers engaged at all levels of the workplace. Through a handful of simple, common-sense techniques, you can use Kaizen philosophy within your company to streamline, revolutionize and thrive.
October 19, 2019
Great stuff, now let's see you implement it.
March 12, 2012
Really enjoyable
Read
October 11, 2012Writing is highest quality, however, I expected more to be revealed.
February 11, 2013
Good stuff; lots of case studies, but heavy going in places.
September 25, 2017
Imai was one of the original thinkers. Both Kaizen and Gemba Kaizen are great additions to any lean library.
August 15, 2015
"Increasing productivity does not mean increasing the workload but rather providing the better working conditions with discipline and cleanliness"
February 25, 2016
The part of it that doesn't read like an advertisement for their seminars is really useful. that's about 50% of the book, for those keeping track.
September 3, 2015
Great book snd easy to read. Presents the basic principles of Gemba Kaisen as a philosophy with simple and practical applications to anyone in industry, academia, and even at a personal level.
Displaying 1 - 30 of 34 reviews