Jidoka,10, 177
Jidyka, 448
Jishuken, 289
JIT, 272
Job breakdown sheet, 250, 251
Job instruction training:
break down the job, 250–252
present the operation, 252–253
put employee on job/provide support, 254–255
try out performance, 253–254
Job interview, 244
Johnson Controls (JCI), 278–279
Joint enterprise learning, 293
Joint improvement activities, 286–288, 304
Jordan, Michael, 226
Jumping to solutions, 323–327
Just-in-time (JIT), 272
Kaikaku,315, 400
Kaizen, 8, 288
Kaizen blitz, 37
Kaizen burst, 411, 412
Kaizen event, 456
Kaizen newsletter, 396
Kaizen workshop, 394–402, 434
Kamishibai,135, 452
Kanban, 95, 103, 108–109, 151, 210, 211
Kanban card, 122, 211
Kemmerling, Ed, 87n
Kettering, Charles, 324
Key points, 251, 252
Knowledge, 436
Large issues, 310–311, 312
Large waste, 60
Lay-offs, 26–27
Leader walk-through, 432
Leadership, 219–241
adopting employee’s perspective, 240
change process, 430–434
developing leaders, 237–239
focus, 222
group leaders, 221, 222, 226–232, 234
importance, 220–222
inverted pyramid model, 222
measures of effectiveness, 221
middle manager, 219–241
pretraining, 263–265
reflection, 240–241
required characteristics, 225–226
selecting leaders, 234–237
succession plan for leaders, 239
teaching, 267
team leaders, 221, 223, 232–234
tips, 222, 226, 239, 240
training, 238, 263–265
types of middle managers, 222–224
Leadership commitment, 25, 26
Leadership development, 237–239
Leadership selection, 234–237
Leadership structure, 223–224
Leadership training, 238, 263–265
Lean automation process, 206–207
Lean coach, 434–437
Lean enterprise, 22
Lean event, 394
Lean implementation strategies, 393–426
company X production system approach, 408–409
Denso’s efficient factory value stream approach
(case study), 420–423
hot projects approach, 402–406
kaizen workshop, 394–402
patience, 425
plantwide lean tools approach, 406–408
process improvement approach, 394–402
reflection, 426
six sigma changeover reduction (case study), 404–406
Tenneco, Smithville (case study), 399–401, 413–417
value stream model line approach, 410–417
Lean IT process, 210–212
Lean learning enterprise, 289
Lean metrics, 449–452
Leansensei,437–438
Lean Sigma, 399
Lean systems, 19–21
Lean tools, 406
Lean waste reduction, 116–117
Learning, 288–290
Learning by doing, 461–464
Learning community, 21–22
Learning organization, 13–14
Learning to See(Rother/Shook), 38
Lee, Fiona, 464
Leveling, 145–170
basic leveled schedule, 151–157
case examples, 163–166, 167–168
enterprisewide process, as, 166–167
future state value stream map, 149
incremental, 157–158
inventory management, 158–159
long-term countermeasures, 366
material replenishment, 159–161
multiple for level pattern, 153
paradox, 145–146
points of control, 158
reflection, 168–170
slice and dice, 161–163
smoothing demand, 148–151
stability phase, 77–78
tips, 152, 153, 160
traps, 153, 159
whip effect, 146
Leveling paradox, 145–146
Leverage, 310
Liker, Jeffrey, 5, 272n, 274n
Line stoppage (See alsoStopping to fix problems)
Long-term countermeasures, 366
Look with intention, 344
Lynch, Donald, 404n
Machine that Changed the World, The, 3
Major steps, 250
Making Materials Flow (Harris et al.), 413
Malcolm Baldridge Award, 271470 Index