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Essay / Research Paper Abstract
This 3 page paper reviews the book “Gemba Kaizen : A Commonsense, Low-Cost Approach to Management” by Masaaki Imai, considering the main message the implications for lean manufacturing and just in time management and the general approach which the book advocates. The bibliography cites 3 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEgembaK.rtf
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Unformatted sample text from the term paper:
Key to Japans Competitive Success". This is not a traditional how to book, but focuses on the explanation and the communications of the basic concepts of how Kaizen can be
implemented with the concept of gemba. Gemba, we are told by Masaaki Imai, who is also the chairman of the Kaizen Institute of Japan, is a term that
is a common in Japan as Kaizen. His argument is that when gemba is considered the way in which kaizen can be implemented is based on common sense low cost
techniques rather than costly innovations. Gemba means real place, we are told that reporters broadcasting form a earthquake scene may state they are broadcasting from gemba, meaning where it is
happening and impacting. Gemaba in the context of kaizen ay be anywhere that there are operations, from the assembly line in a production facility to the reception desk of an
office in a hotel (Allnoch, 1998) It is Imais argument that the changes which will make the difference have to happen in gemba, and it is only with a concept
of gemba that these changes can be pursued (Allnoch, 1998). The current approach on many companies may be seen as a attitude that it is the reality that influences plans
and can make them go wrong, so gemba is seen as a source of failure, whereas it is what happens at the grass roots that should be the source of
Kaizen changes. Key to this are areas which are not gemba, one of these is the managers desk, this is not an area where there is real production. Managers will
often see their job as overcoming what real life throws at them. But in Imais view the managers job should be to aid gemba meaning they need to know what
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