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Pull is the basic technique used to "lean" a company and, by and large, without pull there is no lean thinking. Seeking perfection through kaizen: The old time sensei used to teach that the aim of lean thinking was not to apply lean tools to every process, but to develop the kaizen spirit in every employee. Perfection is not sought through ...
A kaizen process. Some successful implementations use the approach known as kaizen (the translation of kai ('change') zen ('good') is 'improvement'). This method became famous from Imai's 1986 book Kaizen: The Key to Japan's Competitive Success. [7] Key features of kaizen include:
A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream. [25]
Robert Frank Mager [meɪgɜ:] (June 10, 1923 – May 23, 2020) was an American psychologist and author. Concerned with understanding and improving human performance, he is known for developing a framework for preparing learning objectives, and criterion referenced instruction (CRI), as well as addressing areas of goal orientation, student evaluation, student motivation, classroom environment ...
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.
The learning process should be structured in this design level. The micro level focuses on the learning scenarios within a learning module. The learning scenarios are classified in exploratory, experimental, systematizing or reflective parts. The learning objectives determine the learning scenario.
A quality circle is a small group of workers that work in the same area or do similar sorts of work and meet once a week for an hour to identify, analyse, and resolve work-related issues. The objective is to improve the quality, productivity, and overall performance of the company, as well as the workers' quality of life at work.
The tools and methods in construction management, such as CPM and work breakdown structure, etc., are also utilized in lean construction implementations. If the tool, method, and/or technique will assist in fulfilling the aims of lean construction, it is considered a part of the toolkit available for use.