Kaikaku At Its Worst

This book reveals in no uncertain terms how a sea of radical changes (kaikaku) initiated by a reckless CEO, untrammelled by a gross negligent advisory board and executed by an utterly incompetent management team can make a company hit the skids with lightning speed. More than 30 real-life examples spell out the sheer magnitude of harm bad managers can cause and how disaster can be prevented with a bit of humility and a dash of common sense. - There is little hope the people in charge of ChOps Ltd. overcome the Mandela effect when reading this book. But if they do it will be a comeuppance they utterly deserve.

Synopsis: To change, you have to leave your comfort zone. This is a very uncomfortable thought and an even more uncomfortable road to travel. Both the thought and the journey can cause long-lasting pain if procrastination takes the place of immediate action. Kaikaku (Japanese for 'radical change') is like slapping the face of someone who has fainted: they may have lost consciousness, but the sudden forceful impact can bring them back from a horrendous nightmare. In this book, the author describes how kaikaku is best applied to businesses, how crises can be prevented, and what to do if you have just dealt with a crisis and do not want to get into a new one anytime soon. True stories are used to illustrate the main topics of kaikaku and give an insight into proven problem-solving methods. Some of them might not be entirely legal in all countries, but a slap on the wrist and a 'don't do it again' might be all you get if you're caught out. Lean management is all about avoiding waste, so this book is concise and to the point – it avoids verbal diarrhoea so that the reader does not have to sift through the rubbish to get to the good stuff.

Foreword. . . Foreword. . Ch. 1. The journey begins. 5. Ch. 2. Introducing Dr. Shigeo Shingo. 15. Ch. 3. Taichi Ohno. 27. Ch. 4. Defining waste. 39. Ch. 5. Dr. Shingo asking five whys at Granville Phillips. 45. Ch. 6. My first trip to Japan : a thriller. 49. Ch. 7. Discovering Shingo : a magic moment. 63. Ch. 8. The lobster feast and the first changeover by Dr. Shingo. 71. Ch. 9. The study mission process. 85. Ch. 10. SMED - quick changeovers - the heart of JIT. 93. Ch. 11. My mental transformation : there are 'gems' scattered all over Japan. 103. Ch. 12. Developing an understanding of Japan. 121. Ch. 13. Factory tours : a feast for the eyes. 127. Ch. 14. The Gemba walk. 137. Ch. 15. 5 S. 143. Ch. 16. Discovering books in Japan. 147. Ch. 17. Fire the quality manager!. 155. Ch. 18. The best factory in the world. 161. Ch. 19. Getting to know Dr. Shingo. 171. Ch. 20. The birth of the Kaizen Blitz. 177. Ch. 21. Finding books and meeting Kazuhiro Uchiyama. 187. Ch. 22. Shingo to teacher. 193. Ch. 23. Never take no for an answer. 197. Ch. 24. Introduction to TPM - another billion dollar idea. 201. Ch. 25. Shigehiro Nakamura. 213. Ch. 26. Kaoru Ishikawa. 227. Ch. 27. Iwao Kobayashi - 20 keys. 231. Ch. 28. Union of Japanese scientists and engineers (JUSE). 235. Ch. 29. Dr. W. Edwards deming. 237. Ch. 30. The impact of Dr. Joseph Juran. 251. Ch. 31. Life time employment system. 253. Ch. 32. Quick and easy Kaizen. 257. Ch. 33. A gallery of great geniuses. 277. Ch. 34. Professor Louis E. Davis and socio-technical systems. 295. Ch. 35. Failure to change is a vice!. 301. Ch. 36. Summary. 305. Ch. 37. Gary Convis - President Toyota (TMMK). 307. Ch. 38. Gary Smuda - technicolor corporation. 319. Ch. 39. Professor Doc - Robert Hall. 329. Ch. 40. Don Dewar - President QCI International. 341. Ch. 41. Richard Schonberger. 345. Ch. 42. Vision statements. 355. . Lean terms. 361.

What is the hottest American export since 9/11? The contributors to this provocative volume contend that it is Western style globalism—the dominant free market ideology that determines everything from most favored nation status to the declaration of war. In this much-needed post September 11th analysis, an interdisciplinary author team shows how central concepts like globalization, liberty, free markets, and free trade are increasingly being subordinated to and lumped together with the war on terrorism led by the U.S. and its allies.

Without Lean leaders, there can be no Lean. If an organization wants to be Lean, its leaders must lead using Lean principles. Put another way, until the top of your organization fully embraces Lean, the rest of your organization will never be Lean.The Lean Leader: A Personal Journey of Transformation uses a compelling novel format to tackle the nut

This book explores the historical roots of economic nationalism within Japan. By examining how mercantilist thought developed in the eighteenth-century domain of Toas, Luke Roberts shows how economic ideas were generated at the regional level. During the Edo period (1600-1867), Japan was divided into over 230 competitive states, many of which wished to reduce the dominance of the shogun's economy. The seventeenth-century Japanese economy was based on samurai notions of service - especially the duty performed by the dominal lord to the shogun - and the rhetoric of political economy that centred on the lord and the samurai class. This 'economy of service,' however, led to crises in deforestation and land degradation, government fiscal insolvency and increasingly corrupt tax levies, and finally a loss of faith in government.

Trial by jury is not a fundamental part of the Japanese legal system, but there has been a recent important move towards this with the introduction in 2009 of the lay assessor system whereby lay people sit with judges in criminal trials. This book considers the debates in Japan which surround this development. It examines the political and socio-legal contexts, contrasting the view that the participation of ordinary citizens in criminal trials is an important manifestation of democracy, with the view that Japan as a society where authority is highly venerated is not natural territory for a system where lay people are likely to express views at odds with expert judges. It discusses Japan’s earlier experiments with jury trials in the late 19th Century, the period 1923-43, and up to 1970 in US-controlled Okinawa, compares developing views in Japan on this issue with views in other countries, where dissatisfaction with the jury system is often evident, and concludes by assessing how the new system in Japan is working out and how it is likely to develop.