Hoshin Kanri: The Strategic Approach to Continuous ImprovementCRC Press, 2016 M07 22 - 308 páginas The results of the quality revolution have been mixed. Global competition has elevated the most successful companies, in terms of providing goods and services, but even then initiatives such as total quality, business process re-engineering and Six Sigma have been heralded as the solution, only to have been replaced with the next 'big thing' when it came along. Hoshin Kanri is not the next big thing in quality, it is a strategic approach to continuous improvement that provides a context for all of the individual elements such as Six Sigma or Lean Manufacturing. David Hutchins' Hoshin Kanri shows you how to develop a dynamic vision for continuous improvement; to implement effective policies to support it; to link key performance indicators to Six Sigma, Lean Manufacturing and Kaizen and to sustain a strategy-led programme for improving business performance. |
Contenido
Strategy and Tactics | |
Driver Policies Becoming Fit Fast Lean and Hungry | |
Driver Measures to KPIs | |
Benchmarking Chapter 7 Prioritising KPIs and Cost of Poor Quality | |
The Loose Brick | |
Hoshin Policy Deployment and Control | |
The Voice of the Customer Chapter 12 Supply Chain Management | |
Six Sigma Chapter 14 Lean Manufacturing Chapter 15 Process Analysis and Process ReEngineering Chapter 16 The Principles of Continuous Improv... | |
Business Management Systems Chapter 19 Quality Function Deployment | |
Education Chapter 21 Suggestions for Performance Indicators | |
Implementation Plan | |
Otras ediciones - Ver todas
Hoshin Kanri: The Strategic Approach to Continuous Improvement David Hutchins Vista previa limitada - 2016 |
Hoshin Kanri: The Strategic Approach to Continuous Improvement Mr David Hutchins Vista previa limitada - 2012 |
Hoshin Kanri: The Strategic Approach to Continuous Improvement David C. Hutchins Sin vista previa disponible - 2008 |
Términos y frases comunes
achieve Affinity Diagram auditing auditor Auditor’s approach become Benchmarking brainstorming Business Intelligence Business Management System cards causes cent Chapter chart Circle activities Circle members Circle programme competition competitors concept consequence Continuous Improvement customer satisfaction Deployment and Control Drivers effective employees engineering ensure example Fishbone Gantt Chart Goals Hoshin Deployment Hoshin Kanri Hoshin Kanri Management House of Quality ideas identify impact Implementation important Improvement Projects industry involved Japanese Jidoka Kano Model Key Performance Indicators KPIs Lean Manufacturing Loose Brick means methods necessary Objectives operation output overall PDCA Possible activities prioritise problems Product Recall Quality Circles Quality-Related Costs realise reason reduced relevant responsibility Risk Six Sigma solving specific statistical steel steering committee success supervisor suppliers Supply Chain Management techniques top management Total Quality Toyota typical usually Vision Statement whilst workforce