Applying the Kaizen in Africa : : A New Avenue for Industrial Development.

• Author: Otsuka, Keijiro.
• TeilnehmendeR: Jin, Kimiaki.; Sonobe, Tetsushi.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2018.; ©2018.
• Year of Publication: 2018
• Edition: 1st ed.
• Language: English
• Physical Description: 1 online resource (282 pages)

Table of Contents

• Intro
• Foreword
• Preface
• Contents
• Notes on Contributors
• List of Figures
• List of Tables
• 1: How Kaizen Brightens Africa's Future
• 1.1 What Is Kaizen?
• 1.2 How Does Kaizen Improve Quality and Productivity?
• 1.3 How Was Kaizen Born and How Has It Grown? Roots, Trunk, and Branches
• 1.3.1 Roots
• 1.3.2 Trunk and Branches
• 1.3.3 Dissemination of Kaizen to the SME Sectors in Japan
• 1.4 Opportunities and Challenges for Africa as a Late Adopter
• 1.4.1 Challenges
• 1.4.2 Encouraging Findings and Opportunities
• 1.5 The Structure of the Book
• References
• 2: Role of Kaizen in Japan's Overseas Development Cooperation
• 2.1 Technical Cooperation (TC) in Japan's Official Development Assistance (ODA)
• 2.2 Theoretical Framework of Technical Cooperation
• 2.2.1 Customization of Knowledge
• 2.2.2 Learning by Doing
• 2.2.3 Role of the Public Sector
• 2.3 Kaizen Dissemination in the ODA Framework
• 2.3.1 Cases in Southeast Asia
• 2.3.2 Cases in Latin America
• 2.3.3 Cases in Africa
• 2.4 Key Lessons and Challenges
• 2.4.1 Institutional Arrangements
• 2.4.2 Core Capacities and the Kaizen Mind-Set
• 2.4.3 Customization
• 2.5 Conclusions and Implications
• References
• 3: Kaizen in Practice
• 3.1 Kaizen as an Integral Part of Technology
• 3.1.1 Two Types of Kaizen Based on Objectives
• 3.1.2 Background Information on Kaizen
• 3.1.3 Management Technologies and Inherent Technologies
• 3.1.4 Kaizen Systems, Methodologies, and Tools
• 3.2 Fundamental Features of Kaizen
• 3.2.1 TPS as a Symbol of Kaizen
• 3.2.2 Detailed Features of Kaizen
• 3.2.2.1 Cost Reduction Through the Rigorous Elimination of Muda
• 3.2.2.2 Sense of Participation and Capacity Building Among Front-Line Workers
• 3.2.2.3 Gradual Application of Kaizen at Different Levels.
• 3.2.2.4 Relying on Analytic Thinking Rather Than Large Investment
• 3.3 Guidelines of Kaizen Implementation
• 3.3.1 Four Guidelines for Consultants and Workers
• 3.3.2 Four Guidelines for Kaizen Management
• 3.4 Advantages and Challenges of Kaizen
• 3.4.1 Inherent Advantages of Kaizen Technologies
• 3.4.2 Opportunities for Kaizen Transfer
• 3.4.3 Challenges of Kaizen Transfer
• 3.5 Concluding Remarks
• References
• 4: Kaizen and Standardization
• 4.1 Kaizen Modified in the US
• 4.1.1 Six Sigma
• 4.1.2 Lean Production System
• 4.1.3 Business Process Re-engineering (BPR)
• 4.1.4 Background of Japanese-Style Kaizen and Western-Style Kaizen: Differences in Industrial Climate and Corporate Culture
• 4.2 ISO and Kaizen
• 4.2.1 Internationally Standardized Kaizen
• 4.2.2 Significance of International Standardization
• 4.3 What Kind of Kaizen Methods and Concepts Are More Appropriate for African SMEs?
• 4.3.1 More Acceptable Conditions for Kaizen (First Viewpoint)
• 4.3.2 Direction for Kaizen Promotion in Africa (Second Viewpoint)
• 4.4 Standardizing Kaizen Approaches in Africa
• 4.4.1 Why Is Standardization of Kaizen Necessary?
• 4.4.2 Key Features of the Initiative's Kaizen Standard
• 4.4.3 Significance of Standardizing Kaizen in Africa
• 4.5 Concluding Remarks
• References
• 5: Kaizen as Policy Instrument: The Case of Ethiopia
• 5.1 The Landmark
• 5.2 Institutional Development
• 5.2.1 Learning from Success Factors
• 5.2.1.1 Approach to Kaizen Activities
• 5.2.1.2 Vision, Mission, and Objectives
• 5.2.1.3 Organizational Frameworks
• 5.2.1.4 Importance of Customization
• 5.2.1.5 Creating a Kaizen Mindset
• 5.2.1.6 The Need for Commitment and Leadership
• 5.2.1.7 Expanding Kaizen Activities
• 5.2.2 Learning from Cases of Failure
• 5.2.3 The Ethiopia Kaizen Institute.
• 5.3 Ethiopian Kaizen: Roadmap and Strategies
• 5.3.1 GTP II Plan (2015-2020)
• 5.3.2 Vision of EKI
• 5.3.3 Basic Direction of Kaizen Movement
• 5.3.4 Objectives
• 5.4 Counting the Results: Achievements, Success Factors, and Challenges
• 5.4.1 Challenges
• 5.5 The Ethiopian Kaizen Model: A Shopping Arcade for Africa?
• 5.5.1 Strong Commitment of Top Leadership at All Levels
• 5.5.2 Establishing a National Organizational Framework with a Clear Vision, Mission, and Strong Leadership
• 5.5.3 Optimum Utilization of Kaizen Projects
• 5.5.4 Grassroot-Level Promotion
• 5.5.5 Customization and Standardization of Training Program and Materials
• 5.5.6 Developing Capable Management and Consultants
• 5.5.7 Establishing a System of Recognition and Award
• 5.5.8 Sustaining Kaizen Activities
• References
• 6: Kaizen as a Key Ingredient of Industrial Development Policy
• 6.1 Kaizen as an Entry Point to Industrial Development
• 6.2 From Kaizen to Industrial Parks and Financial Support
• 6.2.1 Investment in Kaizen Training
• 6.2.2 Investment in Industrial Parks
• 6.2.3 Financial Support
• 6.3 Kaizen for Attracting and Taking Advantage of FDI
• 6.4 Conclusions and Implications
• References
• Appendix: Teaching Material for Classroom Training and the Manual for In-Company Training
• Introduction
• Part 1: 5S and Muda Elimination (Classroom Training)
• Part 2: 5S and Muda Elimination (In-Company Training)
• Part 3: The Quality Control (QC) Circle (Classroom Training)
• Part 4: Quality Control (QC) Circle (In-Company Training)
• Index.