Cover Image

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

Bibliographic Details
Main Author: Otsuka, Keijiro.
Other Authors: Jin, Kimiaki., Sonobe, Tetsushi.
Format: eBook
Language:English
Published: Cham : Springer International Publishing AG, 2018.
Edition:1st ed.
Subjects:
Electronic books.
Online Access:Click to View
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.

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