A3 format

, 83, 87, 109–110

assessment of current situation of problems

, 95–97

clarification of reasons for selection

, 92–94

evaluation of implementation results

, 106–107

implementation of improvement

, 103–106

learning reflections

, 108–109

profiling problem

, 91–92

search for root causes

, 97–103

Act stage

, 39

Action trench

, 92

Administrative control

, 78

Agency for Development Industrial and Human Resource Administration of Japan

, 113–114

American National Standard Institute (ANSI)

, 50–51

Awakening stage

, 126

Backup

, 79

Bar charts

, 96

Book of Five Rings

, 5

Buddhism

, 14

in China

, 8–9

Bureaucratic–mechanistic traditional systems

, 36

Bushido code

, 5

Care of profit of business

, 115

Cause–effect diagram

, 98–99, 104

Central Japan Industries Agency

, 113–114

Chan Buddhism

, 8–9

Check stage

, 39

Chief executive officer (CEO)

, 28

Company-wide quality control

, 6–7

Competencies

, 62–63

Concentration

, 11

Confucianism

, 14

Consistency

, 5

Continuous improvement cycle (see Plan-Do-Check-Act cycle (PDCA cycle))

Continuous Improvement Promotion Committees

, 65

Continuous innovation

, 40

Control charts

, 96

Correction cycle

, 41

Cost (C)

, 39

COVID-19

, 1

CS-1 SOP example

, 35

CyberKnife Robotic Radiosurgery System

, 1–2

Delivery (D)

, 39

Deming cycle (see Plan-Do-Check-Act cycle (PDCA cycle))

Designate roles

, 76–80

Development and maturity stage

, 126–128

Direction/vocation intersection

, 123

Discipline

, 5, 14–15

Discovery stage

, 126

Do stage

, 39

Dry-finishing operation process

, 50–51, 53

Education

, 58–63

80–20 Principle

, 99

Empowerment of personnel and mind of work

, 115

5S

, 10

FluXXion

, 1–2

Frequency table

, 100

Functional management

, 43–44

Gantt chart

, 81

Genba

, 11, 25–26, 49, 60, 70, 92, 96, 104, 106, 111–114

Genba-KAIZEN workshops

, 37, 111–112

General Motors (GM)

, 95

Good supporter

, 79–80

Group KAIZEN

, 17–18

Guiding principles

, 17–18

Histograms

, 96

Hiyari report

, 60

Honda

, 113–114

Honne

, 7

Honor

, 4–5

Human Relations School

, 13–14

Hyojunka

, 31–32, 34, 36

Improvement Action Plan (IAP)

, 81, 86, 104, 106

Improvement Kata

, 80, 83, 87–88, 90, 109

assessment of current situation of problems

, 95–97

clarification of reasons for selection

, 92–94

evaluation of implementation results

, 106–107

implementation of improvement

, 103–106

learning reflections

, 108–109

profiling problem

, 91–92

search for root causes

, 97–103

Improvement planning

, 80

Improvement team network

, 67–68

Individual KAIZEN

, 17–18

Individual-oriented KAIZEN

, 17–18

Interdepartmental KAIZEN team

, 65

Ishikawa diagram (see Cause–effect diagram)

Japanese culture

, 3–4

Japanese organizations

, 13–14

Japanese society

, 6–7

Japanese work culture

, 14

Jishu Kanri team

, 65

Just in Time system (JIT system)

, 115

K’AAT–KAIZEN model

, 119–121

foundations

, 122

scope and goals

, 120–121

Kaikaku

, 40

KAIZEN

, 1, 3, 13

Blitz

, 109–111

definition and characteristics

, 13

events

, 109–112

foundation

, 5

and guiding principles

, 19

improvement cycle

, 10

improvement team

, 11

management

, 17–18

oriented to maintenance and Improvement of Standards

, 17–18

philosophy

, 2

Project Teams

, 69

return of leather jacket

, 8

sequence of application

, 18

Special Issue

, 13

teams and team network

, 63–82

KAIZEN-XXI

, 2, 5, 10, 17, 55, 83, 119

5’S

, 25–31

base platforms

, 43

comprehensive training in education and training in

, 62

evolutionary stages

, 127

guiding principle

, 29

guiding principles, techniques, and tools

, 21–23

network of improvement teams in

, 67

organizations working in

, 40–41

philosophy

, 125–126

physical object

, 20

process innovation technique or methodology

, 45

report of process innovation

, 54

roadmap

, 126

standardization

, 31–36

theoretical scheme

, 20

typology of teams in

, 65

Kanjis of KAIZEN

, 15

Kata

, 84

Kayrio

, 40

Kayriou

, 15

KODAWARI-HANSEI base platform

, 122–123

Kohai (trainee)

, 55–58

Kyocera

, 113–114

Lao Tzu’s Taoism

, 8–9

Mahayana Buddhism

, 8–9

Maintenance of team relationships

, 81–82

Manual KAIZEN

, 18

Mazda

, 113–114

Meiji reform

, 6–7

Mindfulness

, 11

Mini-case study of application of 5’S

, 28–31

Mitsubishi

, 113–114

Miyauchi integrated cycle

, 41–42

Mobilization

, 13–14

MUDA

, 11, 26, 50–51, 109, 111

New United Motor Manufacturing, Inc.

, 95

Nippon Denso

, 113–114

Nippon production system (NPS)

, 113–114

deployment

, 114

guiding principles, systems, techniques and tools

, 117

model

, 116

Nippon Steel

, 113–114

Nissan

, 113–114

Note-taker

, 78, 108–109

On-the-job training (OJT)

, 28, 60

Operation rules

, 74–75

Organizations

, 1

Panasonic

, 113–114

Pareto chart

, 100

Pareto diagram

, 98–99

Pareto Principle

, 99

Parkinson’s law

, 40

Participation of employees

, 13–14

Philosophy

, 20

Pillar of discipline and perseverance

, 122

Pillar of honor

, 122

Pillar of humility

, 122

Pillar of pride in work

, 122

Plan stage

, 39

Plan-Do-Check-Act cycle (PDCA cycle)

, 17, 37, 41

Prevention cycle

, 41

Pride

, 14–15

Principles of Scientific Management

, 43–44

Problem-solving methodology

, 70

Process cycle times

, 52

Process innovation methodology

, 43, 46, 54

Process measurement

, 52

Process-oriented KAIZEN

, 17–18

Processes

, 44–45

Production Operation Management International Conference (POMS)

, 44

Profession/society intersection

, 123

Purpose/sense intersection

, 123

Quality (Q)

, 39

of first intention

, 115

Recorder

, 108–109

Ronin

, 5

Scale of Preferences Theory

, 99

Scatter plots

, 96

Scientific methods

, 43–44

Secretary

, 78, 108–109

SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE (5’S)

, 25, 27, 31

example picture

, 30

mini-case study of application

, 28–31

Self-development

, 14–15

Senior management involvement

, 114–115

Senpai (master)

, 55–58

Shintoism

, 4–5, 8

Shintoism

, 14

SHU-HARI principle

, 6–7

Silo or black hole effect

, 44–45

Small and medium enterprise (SME)

, 28

Specialization

, 43–44

Specific operating objectives

, 80–82

Standard operating procedure (SOP)

, 5, 34

Standardization

, 31, 36, 107

Standardize-Do-Check-Act cycle (SDCA cycle)

, 17, 37, 41

Strategic and sustainable stages

, 128

Strategic KAIZEN™

, 13

Strategic objective

, 80

Suárez Barraza’s process innovation methodology

, 47–48

Support

, 79

System-Input-Supplier-Transformer-Output-Customer (SISTOC)

, 45–46

Taoism

, 8–9, 14

Tatamae

, 7

Taylorian approach

, 36

Taylorist and Fordist conceptual schemes

, 44

Team identification

, 72–74

Team identity card

, 73–74

Team KAIZEN

, 18

Team rules

, 74–75

Teams

, 63–82

Teamwork

, 6–7, 63–64

Time controller

, 78–79

Toyota

, 113–114

Toyota Motor Company

, 3–4

discipline and consistency

, 5

Toyota Motor Corporation

, 13–14, 95

Toyota Motor Individualized Transportation Corporation

, 1–2

Toyota Production System (TPS)

, 113, 3–4

TQM Journal of Emerald Publishing

, 13

Training

, 58–63

Universal Law of Priority

, 99

Volume (V)

, 39

Work in process (WIP)

, 45

World Economic Forum in 2019

, 1–2

World Health Organization (WHO)

, 119

Z-RAM

, 1–2

ZEN Buddhism

, 8–10

ZEN Buddhist philosophy

, 4–5