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Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics , that cross organizational boundaries into the supply chain . [ 1 ]
One of two traditional methods of paper making (nagashi-zuki or tame-zuki) is employed. In both methods, pulp is scooped onto a screen and shaken to spread the fibers evenly. Nagashi-zuki (which uses neri in the vat) produces a thinner paper, while tame-zuki (which does not use neri) produces a thicker paper.
Ikejime (活け締め) or ikijime (活き締め) is a method of killing fish that maintains the quality of its meat. [1] The technique originated in Japan, but is now in widespread use. It involves the insertion of a spike quickly and directly into the hindbrain, usually located slightly behind and above the eye, thereby causing immediate brain ...
Hoshin Kanri (Japanese: 方針管理, "policy management") [1] is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. [2] [3] The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world.
In the first tataki method, the meat or fish is seared very briefly over a hot flame or in a pan, and can be briefly marinated in vinegar, sliced thin, and seasoned with ginger (which is ground or pounded into a paste, hence the name). [1] Food so prepared can also be served like sashimi with soy sauce and garnishes.
Nemawashi (根回し) is a Japanese business informal process of laying the foundation for some proposed change or project by talking to the people concerned and gathering support and feedback before a formal announcement. It is considered an important element in any major change in the Japanese business environment before any formal steps are ...
Genchi genbutsu (現地現物) literally translates "real location, real thing” (meaning "the situation onsite") and it is a key principle of the Toyota Production System.
They say their method of "arranging sign language words while speaking the spoken language'' was an "impossible'' and "half-baked'' communication method that "tries to speak two languages at the same time". [9]