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Mistaken Kanbans - Why the Toyota System is Not Working for You

$27.99
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Item-919
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1.00 LBS
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Product Description

A great book on the wisdom of the Kanban System

This book will open your eyes to the reasons most Kanban implementations do not work as explained by an expert in Kanban Systems. It will give you a roadmap to guide you through the necessary steps to implementing a successful Kanban System. This book carefully identifies and explains the intricacies of a Kanban System within the context of a pull production system. The author's implementation, wisdom, and experience are shown in how he articulates the complexity of a Kanban System for learners at any level of Lean.

"An indispensable guide... a must have for any Lean library."
Dr. Mestre
Northwest University, Kirkland WA.

Content of the Book:

  • Reduction of inventories by Just-In-Time
  • Supermarkets and the Kanban System
  • Waste Elimination
  • Interdepartmental Implementation of Kanbans
  • Top Managements Role in TPS

This book will help you:

  • Understand the framework to implement a successful Kanban System
  • Illustrate and provide great examples of the methods behind Kanban
  • Understand the role Kanbans serve in Lean production models
  • Identify and explain the intricacies of a Kanban System

About the Author:

Mr. Wakai was born in Nagoya, Japan and graduated from Nagoya Institute of Technology, the same institute where Taiichi Ohno completed his degrees. He started his career as a system engineer in a major electronics company and has taken on a number of inventory-reducing projects in manufacturing fields. After completing 3
large-scale business deals as the project leader, with remarkable success, he was given the honorable achievement award, signifying his tremendous contribution to his company. After being transferred to the Kaizen team in the company, he continued to be successful in promoting a higher level of productivity in various departments.

He continues to work closely with many ex-Toyota consultants and is responsible for reducing over 1,000 billion yen worth of inventory through his own consulting work on Kaizen. He has always felt a great deal of gratification about his accomplishments from observing how the lives of workers are being improved as a result of continuous improvement.

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