According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

* Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period

Toyota production system : beyond large-scale production

本文对国际科学计量学杂志《Ｓｃｉｅｎｔｏｍｅｔｒｉｃｓ》１９７９－１９９１年的研究论文内容、栏目、作者及国别和编委及国别作了计量分析，揭示出科学计量学研究的重点、活动的中心及发展趋势，说明了学科带头人在发展科学计量学这门新兴学科中的作用。

国际刊物《Scientometrics》文献计量研究

Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study

Kaizen: The key to Japan‚s competitive success

Value stream mapping is prescribed as part of the lean production portfolio of tools and has been applied in a variety of industries. This paper describes an application of value stream mapping, enhanced by simulation, to a dedicated product line in an engineer-to-order motion control products manufacturing plant. This paper makes two primary contributions: an application of value stream mapping in an actual setting and the use of simulation to answer questions that could not be addressed only using the static view provided by value steam mapping. This paper describes both the current state and the future state for the product line, as well as the analysis and results obtained from simulation. We conclude with a discussion of future research and applications in this area.

Utilising simulation to enhance value stream mapping: a manufacturing case application

Critical success factors for human resource outcomes in Kaizen events: An empirical study

Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study

Traditional manufacturing systems are built on the principle of economies of scale. Here, the large fixed costs of production are depreciation-intensive because of huge capital investments made in high-volume operations. These fixed costs are spread over large production batch sizes in an effort to minimize the total unit costs of owning and operating the manufacturing system. As an alternative to “batch-and-queue,” high-volume, and inflexible operations, the principles of the Toyota Production System (TPS) and lean manufacturing have been widely adopted in recent years in the US [1] , [2] , [3] , [4] . In this paper, we illustrate an equipment replacement decision problem within the context of lean manufacturing implementation. In particular, we demonstrate how the value stream mapping (VSM) suite of tools can be used to map the current state of a production line and design a desired future state. Further, we provide a roadmap for how VSM can provide necessary information for analysis of equipment replacement decision problems encountered in lean manufacturing implementation.

Equipment replacement decisions and lean manufacturing

:This paper describes results from an ongoing research program focused on identifying determinants of Kaizen event effectiveness, both in terms of initial event outcomes and the sustainability of outcomes. Although anecdotal published accounts suggest that increasing numbers of companies are using Kaizen events, and that these projects can result in substantial improvement in key business metrics, there is a lack of systematic research on Kaizen events. A particular weakness of the current published accounts is the lack of attention to less successful events – only strongly successful applications of Kaizen events receive much coverage in the accounts; however, the organizational learning literature suggests that understanding less successful cases is a key component of organizational learning. We present a case study from a less successful Kaizen event to demonstrate how the case study event contributed to organizational learning. We also present a set of methods and measures that can be used by ...

Eileen M. Van Aken

Papers

Utilising simulation to enhance value stream mapping: a manufacturing case application

Critical success factors for human resource outcomes in Kaizen events: An empirical study

Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study

Equipment replacement decisions and lean manufacturing

Learning From Less Successful Kaizen Events: A Case Study