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Kaizen: The Key To Japan's Competitive Success (Anglais) Relié – 1 janvier 1988


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Présentation de l'éditeur

For the professional manager or student of management, a comprehensive handbook of 16 Kaizen management practices that can be put to work. KAIZEN uses more than 100 examples in action and contains 15 corporate case studies.


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Détails sur le produit

  • Relié: 260 pages
  • Editeur : McGraw-Hill Higher Education; Édition : New edition (1 janvier 1988)
  • Langue : Anglais
  • ISBN-10: 007554332X
  • ISBN-13: 978-0075543329
  • Dimensions du produit: 16,5 x 3,2 x 23,6 cm
  • Moyenne des commentaires client : 5.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)
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Back in the 1950s, I was working with the Japan Productivity Center in Washington, D.C. Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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1 internautes sur 1 ont trouvé ce commentaire utile  Par hellocoolman le 26 novembre 2003
Format: Relié
efficace direct il ne s'agit pas de chercher un idée lumineuse mais de s'appliquer totalement dans la réalisation de petite tache simple quotidienne et teriblement necessaire, et surment l'idéee lumineuse elle est la.
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50 internautes sur 56 ont trouvé ce commentaire utile 
Very famous book, but academic content is not excellent 27 octobre 1999
Par Ellen - Publié sur Amazon.com
Format: Relié
The book Kaizen is very famous and it is often cited. Only because of it's fame, it is worth reading already. Imai shows how production is organized in Japan, and he shows the enormous attention given in Japan to continuous improvement. However, he is rather simplistic about the differences between Japan and the West. However, the book gives a good introduction is some major themes in the field of continuous improvement and it is the origin of many ideas later cited by other. Thus: worth reading if you want to get to know a basic book about continuous improvements in production processes.
28 internautes sur 30 ont trouvé ce commentaire utile 
Historical 3 mars 2003
Par therosen - Publié sur Amazon.com
Format: Relié
Most American businesses no longer worry so much about the Japanese miracle. International focus has moved from Japan to China and back to Europe. Many Japanese companies are now looking to the US for recapitalization and management assistance.
So why is a book on Japanese management techniques still so relevant?
First of all, continuous improvement and lean manufacturing have become universal management tools, not strictly limited to one country. This book presents as good an introduction to the subject as any. With today's focus on execution, this topic are becoming even more current. (Dare I say topical?)
Additionally, understanding continuous improvement is still important in the context of broader corporate change. What are the strength and limitations of incremental changes versus more radical corporate moves? Read the book and learn more.
This book certainly won't turn a mediocre manager into a great leader, but Kaizen is a useful addition to the toolbox of any manager.
22 internautes sur 24 ont trouvé ce commentaire utile 
A sound basis for working out an implementation strategy 19 octobre 2001
Par Dirk Vervacke - Publié sur Amazon.com
Format: Relié
This book covers the relevant aspects of Kaizen and its implementation. Don't expect this book to give you a step-by-step implementation plan for your company. It does something better than that: it gives you the understanding to design your own implementation plan. It is a good basis for discussion. I often reference it while lecturing about Kaizen and TPM and take a few sentences from the book to challenge the audience.
Everyone who pioneers in Kaizen in his/her company needs this understanding (and a set of brains to translate the concept to the everday reality, but that's why they pay you the big bucks, I hope).
Although it's a very good book, you will find yourself stimulated to read other material on this topic because it creates an "eager want" to know more and to see the puzzle come together. In the end, no author will do that; finalizing the puzzle is your job...
To be concrete, this book is definately recommended. You'll never understand it all by just reading one book (or by just reading, period). It will give you a quantum leap in your understanding and all concepts will be there. Only action and involvement can do more.
11 internautes sur 11 ont trouvé ce commentaire utile 
Excellent Book on Kaizen Concept 24 mai 2006
Par Elijah Chingosho - Publié sur Amazon.com
Format: Relié
This is an excellent book on how production is organised in Japan. It explains the Kaizen concept of continuous improvement and its implementation, highlighting the essential differences between the production and operations management philosophies of the West with those of Japan. The foundation of the Kaizen method consists of five fundamental elements namely teamwork, personal discipline, improved morale, quality circles and suggestions for improvement.

This is a very enlightening book for those who want to understand the basic concepts of continuous improvement (as opposed to innovation or business process reengineering) in the production process and how this has been successfully applied in Japan. Some very successful companies like Toyota owe their success largely to the employment of this concept.

This is essential reading for those who wish to introduce Kaizen in their organisation. The book is written in a simple and easy to follow and understand style. However, the book is becoming a bit dated having been written two decades ago, and in any case, the spotlight nowadays has shifted to China, but nevertheless, this is excellent reading about a concept that is still delivering good value to those companies that are correctly employing it.
9 internautes sur 9 ont trouvé ce commentaire utile 
The economic value of dominant design is its ability to impose itself as a standard in the creation of products 11 novembre 2008
Par Golden Lion - Publié sur Amazon.com
1. Japan has gained world economic power through five phases: a) large-scale absorption of technology imported from the US. b) A productivity-drive that strongly supported mechanization, automation, and robotic usage. C) A countrywide quality improvement devotion, set forth by Dr. Demming. D) A great degree of manufacturing flexibility. E) Adoption of a multinational corporation partnerships and structures (global standard component specifications).

2. Worker suggestions are an important feedback component in Japanese management. Management works hard to consider worker suggestions. It is not uncommon for management to spend a whole day listening to presentations of activities by Quality circles. The central idea involves listening to improve process and rewards for results.

3. Japanese management focuses on standards. Worker suggestions lead to implementation of the suggestion and revising of standards. Toyoda said, "One of the features of the Japanese worker is they use their brains as well as their hands." Improving standards means raising quality levels.

4. Intense domestic competition is thought to be the driving force for Japanese companies in overseas market. Japanese compete for larger market share through the introduction of new and more competitive products and by using and improving the latest technologies.

5. Why is it important that management establish process-criteria for Quality circles? Quality circles use process criteria to approach their subjects. Process-criteria affect the number of meetings, the amount of participation, and the number of problems solved. Do the Quality circles take into consideration safety, quality, and costs in working out the subject problem? Do the efforts of the Quality circle lead to improvements in work standards? Process criteria are used in evaluating efforts, participation, and commitments.

6. Result criteria usually relates to sales, cost, and profit.

7. A system once it is installed due to innovation is subject to steady deterioration unless continuing efforts are made to maintain it and then to improve it. Kaizen is the small and continuous effort and commitment to improve.

8. Kaizen believes that standards are stepping-stones, one standard leading to another higher standard as continue efforts are made. This is the reason Quality circles solve one problem they move on to another.

9. Kaizen calls for substantial management commitment of time and effort. Infusions of capital are no substitutes for time and effort. Investing in Kaizen means investing in people.

10. Kaizen philosophy is better suite to a slow-growth economy. In a slow-growth economy characterized by high costs of energy and materials, overcapacity, and stagnant markets, Kaizen often has a better payoff than innovation does. "It is extremely difficult to increase sales by 10 percent. But it is not so difficult to cut manufacturing costs by 10 percent to event better effect."

11. Kaizen's impact is normally more visible closer to production and market, and innovation's impact is more visible closer to science and technology.

12. Moritani praises Western researcher enthusiasm in tackling challenging projects but says they will be at a disadvantage in meeting the Japanese challenge in mass-produced high-technology products if they only concentrate only on the great-leap-forward approach and forget everyday Kaizen.

13. Kenchi Imai says, "The economic value of dominant design is its ability to impose itself as a standard in the creation of products."

14. In Japan production takes off with a bang, quickly reaching yearly outputs of a million units or more. American and Europe companies are amazed by this and cautious in their expansion of production, and often contenting themselves with doubling every three to four years. Rapid expansion is possible through the infusion and unification of development, design, and production. Moritani says, "Outstanding college educated engineers are assigned in large numbers to the production line, and many are given important say in business operations" and "engineers involved in development and design always visit the production line and talk things over with their counterparts on the floor."

15. Productive is a measurement and not a reality. Productivity is a description of the current state of affairs and the past efforts of people.

16. Quality is the measurement and inspection of defect. No matter how hard you inspect a product you will not improve quality. However, one way to improve quality is to improve the production process. You must build quality into the product and process, at the time of development.

17. Total Quality Control goal is solve problems, establish standards to prevent reoccurrences, build products that satisfy customer, facilitate change in severe corporate environments, win customer confidence, and improve profitability. Management should look at the steps that follow in the process. Management motto should be "Lets improve process" and accomplished by encouraging constant feedback and communication with the worker. In order to develop a product that satisfies customers, data must be collected by sales and marketing, and to some extent, the complaint department.

18. Masumasa Imaizumi says, "An Enterprise can prosper only when customers who purchase the product are satisfied...In other words, the only thing an enterprise can offer customers is quality. " If quality is to be maintained there must be smooth communication among all people at every production stage. There must be no departmental enemies. Ishikawa calls this "the next process is the customer." The customer is the next person in the process, not just the final customer. "The entire concept of quality assurance thus rests on the premise that assuring quality to each customer at each stage will assure quality in the finished product."

19. Too many companies, both in Japan and abroad, whose top management pays lip service to the concept of satisfying customer but does not have a system to achieve it.

20. Japanese management generally believes that a manager should spend at least 50 percent of his time on improvement. Engineer improvement are often shot down when a new and different method of operation does not have a way to quantify the improvement in financial terms.

21. Opportunities for improvement are everywhere. The first and easiest place to start Kaizen is at the work place by cutting cost and eliminating waste. Quality Control circles plan, do, check, and action will make work meaningful and worthwhile.

22. Quality control circle is defined as a small group that voluntarily performs quality control activities within the shop where its members work, the small group carrying out it work continuously as part of a company-wide program of quality control, self-development, mutual development, and flow control and improvement within the workshop.

23. Getting productive ideas from employees is not so much a matter of having creative employees as it is one of having supporting management.

24. Here are some of the main subjects in Japanese company suggestions: a. improvements in one's work b. savings in energy, material, and other resources. C. improvements in working environment d. improvements in machines and processes e. improvements in jigs and tools. F. Improvements in office work g. improvements in product quality. H. Ideas for new products I. customer services and customer relationships.

25. Goals are quantitative figures established by management. Measures, are specific action programs to achieve a goal. A goal that is not expressed in terms of specific measures is merely a slogan. It is imperative that top management determine both the goals and measure and then deploy them throughout the organization.

26. Without cross-functional goals, the departments with the loudest voices tend to win interdepartmental negotiations, regardless of the impact on company-wide goals. Cross-functional management is concerned with building a better system from quality, cost, and scheduling.
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