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Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events, by Mark R. Hamel
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Foreword by Arthur Byrne
Awarded the prestigious Shingo Research and Professional Publication Award in 2010!
Kaizen event effectiveness is a prerequisite for lean transformation success. It provides the necessary transformational jump-start, momentum, organizational learning and engagement, and sustainable, step-function improvements. The systemic use of kaizen events establishes the technical and cultural foundation for principle-driven kaizen--the powerful combination of kaizen events and daily kaizen activities. The Kaizen Event Fieldbook brings this all together as an indispensable reference for lean leaders and implementers within any industry and for use at any stage within the lean implementation journey.
One of lean's defining characteristics is learning by seeing, doing, and studying. In context with lean theory and lean leadership principles, readers will gain an understanding of the essential 'whys' and 'hows' of kaizen event standard work and event management, as well as a proven means to sustain the gains. The Fieldbook's multi-phase approach addresses strategy, pre-event planning, execution, and follow-through. Practical examples, over a hundred figures and tables, and many real-life Gemba Tales provide for an enriched learning experience. Also included is a chapter on the deployment of a kaizen promotion office, a glossary, and two appendices, which offer blank forms and an overview of daily kaizen.
- Sales Rank: #810669 in Books
- Brand: Brand: Society of Manufacturing Engineers,U.S.
- Published on: 2009-10-27
- Number of items: 1
- Dimensions: .0" h x .0" w x .0" l, .0 pounds
- Binding: Spiral-bound
- 272 pages
Features
- Used Book in Good Condition
Review
A critical distinction from other texts on the market, the Fieldbook links the technical aspects of kaizen to lean philosophy. Kaizen is the game changer in any lean transformation, and this is the game book.--Bruce Hamilton, President, Greater Boston Manufacturing Partnership
The Fieldbook is a must read for those wanting to understand the kaizen methodology. Mark Hamel clearly identifies its role utilizing the TPS version of SDCA and PDCA. He further traces his follow-through model to the 'learn-by-doing' methodology of the Training Within Industry (TWI) program, which was developed in the U.S. during WWII, and is going through a resurgence today as companies struggle to sustain kaizen gains. This book now has a prominent place on my bookshelf.--Robert J. Wrona, Executive Director, TWI Institute(R)
Applicable to any industry, the Fieldbook shows you what kaizen looks like when done properly. I plan to give one to each of my CEO clients.--Linford Stiles, Chairman and CEO, Stiles Associates
The Fieldbook is a roadmap for organizations to follow as they actively seek a continuous improvement culture and positive bottom-line performance. It is an essential reference for the proper application and implementation of kaizen. I intend to provide everyone on my management team with a copy.--Max Willsie, Plant Manager, Toyota Boshoku Canada, Inc.
Lean is about results and outcomes, not just intense focus on the process. The Kaizen Event Fieldbook balances theory with the tactical nuts and bolts, providing a practical roadmap for managers at all levels to strategically deploy kaizen and bring positive results to the bottom line.--Ted Gramer, Executive Vice President and General Claims Manager, Liberty Mutual Group
An exceptional and in-depth review of the technical components of kaizen, I found this book to offer sound guidance on how to avoid the pitfalls of inadequate preparation, uncommitted leadership, and lack of focus on sustaining the improvements in business performance that lean anticipates. It is a true reference that I anticipate returning to again and again.--Jack M. Dutzar, M.D., President & CEO, Fallon Clinic, Inc.
Amazingly prescriptive and reflecting years of knowledge acquired from renowned sensei, Mark Hamel has done a masterful job with the Fieldbook. Managers, instructors, and employees in any lean or aspiring lean company, within any industry, will find it an indispensable reference to impact positive, sustainable change. I plan to use it as a teaching tool for employees throughout my organization.--David A. Amrhein, Vice President, Operations and Lean Enterprise, Ascent Healthcare Solutions, Inc.
--***
During any lean implementation, the pace of kaizen events is critical to maintaining momentum. This well organized, readable book will help us standardize and refine our approach.--Kenneth Chandler, Vice President of Operations, Smith & Wesson
Engaging your entire workforce in driving business results is fundamental to lean success. Mark Hamel has done an outstanding job of laying out the team kaizen methodology. The Fieldbook is a practical guide and I recommend it as a read for every business leader and lean practitioner.--Jerome D. Hamilton, Global Director, Lean Six Sigma & Business Initiatives, 3M --Richard Levesque, Vice President and General Manager, Professional Division, MAAX U.S. Corporation
During any lean implementation, the pace of kaizen events is critical to maintaining momentum. This well organized, readable book will help us standardize and refine our approach.--Kenneth Chandler, Vice President of Operations, Smith & Wesson
Engaging your entire workforce in driving business results is fundamental to lean success. Mark Hamel has done an outstanding job of laying out the team kaizen methodology. The Fieldbook is a practical guide and I recommend it as a read for every business leader and lean practitioner.--Jerome D. Hamilton, Global Director, Lean Six Sigma & Business Initiatives, 3M Industrial & Transportation Business
In the Kaizen Event Fieldbook Mark Hamel reveals the tricks of the trade for leading effective kaizen events. More than just the technical tools, he emphasizes the importance of understanding and mastering the emotional element to influence and engage employees at every level, which is critical to creating a lean culture.--Julie DeWane, VP Global Supply Chain, GE Security
Individuals and organizations looking to either get started or improve their kaizen capabilities will appreciate the hands-on, step-by-step approach provided in the Fieldbook. A guide for success, it also warns of the pitfalls to watch out for on the course of the journey. I am definitely ordering this book for my entire team and selected leaders, and would recommend it to anyone serious about lean.--Stephen R. Malick, VP, WW Business Improvement, Johnson & Johnson Vision Care, Inc.
--***
Executing effective kaizens is always a challenge. I have not seen any other book on the market that gets into this level of understanding kaizen events--from pre-planning to follow-through. This book will benefit not only the new adopters of lean, but also the early adopters who require a 'back-to-basic' understanding of how to properly execute kaizen events to effectively drive change. ----Richard Levesque, Vice President and General Manager, Professional Division, MAAX U.S. Corporation
About the Author
Mark R. Hamel is a lean six-sigma implementation consultant. He has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare, and transportation services. A successful lean coach to leaders and associates, he has facilitated hundreds of kaizen events and conducted numerous training sessions and workshops.
Mark's 19-year pre-consulting career encompassed executive and senior positions within operations, strategic planning, business development, and finance. His lean education and experience began in the early 1990s when he conceptualized and helped launch what resulted in a Shingo award-winning effort at the Ensign-Bickford Company. Mark holds a BS in Mathematics from Trinity College in Hartford, Conn., a MS in Professional Accounting from the University of Hartford, and a MA in Theology from Holy Apostles College and Seminary. He is a CPA in the state of Connecticut and is dual APICS: The Association for Operations Management certified in production and inventory management (CPIM) and integrated resource management (CIRM). A national Shingo Prize examiner, Mark assisted in the development of the Society of Manufacturing Engineers/Association for Manufacturing Excellence/Shingo Lean Certification exam questions. He is also Juran certified as a six -sigma black belt and a member of the Society of Manufacturing Engineers, Association for Manufacturing Excellence, and APICS: The Association for Operations Management.
Most helpful customer reviews
2 of 2 people found the following review helpful.
It's the Real Thing
By PeopleHow
Fundamentally, this is one of the most detailed descriptions in English of the Toyota Production System's intensive kaizen workshop approach to accelerated improvement - its principles, methodology, and standards for implementation.
As Hamel rightly acknowledges in the book's first chapter (Getting Started), the methods, approach, structure, and philosophy he describes are based on the practices of the Japanese consultancy now well-known as Shingijutsu. The founders of Shingijutsu studied under Taiichi Ohno (founder of the Toyota Production System) as part of his Toyota Independent Working Group along with such greats as Shigeo Shingo. In the late 1980s, Shingijutsu first began working with North American manufacturers to achieve breakthrough improvements with this unique approach. As a Japanese interpreter with hundreds of weeks experience interpreting for Shingijutsu sensei at such "kaizen events" over the past 15 years, I know that Hamel's Fieldbook is as close to a `Standard Ops for Shingijutsu Kaizen' as there is ever likely to be. For this reason alone, the book is a priceless contribution to current knowledge and practice of the subject.
Much of the lean manufacturing and operational excellence community recognizes Shingijutsu's approach to intensive, week-long kaizen blitzes as their industry's gold-standard. Consequently, many of the `rapid improvement programs' and `company X production systems' (i.e. Danaher Business System, Boeing Production System, etc.) developed in the US these past 20 years are derivatives of the Shingi kaizen approach modified and/or diluted in keeping with those companies' grasp of the teachings received from Shingi's most sought-after sensei. Yet in spite of all this admiration, imitation, and adulation, there is still tremendous confusion about how kaizen must be implemented and imbibed daily for potent, sustainable results and - just as importantly - how respect for people figures into all of it. Hamel's book is a taxonomy of that confusion, its causes and antidotes, from the perspective of one who has seen the light, toiled on the gemba in good faith, and experienced the healing firsthand.
As Hamel points out, due to its very nature much of the tactical know-how and strategic change management he reviews has never been clearly catalogued before. Real standards, therefore, have been the subject of debate and disagreement since the word kaizen landed in America. Paradoxically, kaizen is also an exquisitely context-dependent, experiential learning system that while constantly evolving also adheres to immutable principles. For this and other reasons, skill in implementing and sustaining kaizen is traditionally acquired only through long years of direct experience under the guidance of an accomplished mentor. And there will never be a substitute for hands-on practical experience. Nonetheless, in terms of its remarkable detail, balanced approach, and quest for reliable, repeatable standards, The Fieldbook is a compilation of kaizen best practices that is long overdue. It is also far superior to the proprietary `Principles of Kaizen Practice' handbooks, which I have seen, that are compiled by many of Shingijutsu's Fortune 100 clients for their exclusive internal use. Had The Fieldbook been available to the executives and lean promotion leaders of those companies 15 years ago, I'm convinced there would be more genuinely lean enterprises in our midst today and fewer demoralizing lean failures in the news.
On that last note, it's worth mentioning that the book's Forward is written by none other than Arthur Byrne, former chairman and CEO of the Wiremold Company. During the 1990s, under Byrne's (and Orry Fiume's) guidance and assiduous application of the same kaizen practices described in Hamel's Fieldbook, Wiremold underwent a legendary lean transformation. The real thing. Here on American soil. And much has been said and writing about it since then. In his Forward, Byrne is characteristically emphatic that kaizen and the change management approach presented in The Fieldbook is a requirement for such a transformation. Ironically, Byrne's personal devotion to the practices of good kaizen throughout the 90s is even more poignant in 2011 as Wiremold's new owners (Legrand) provide an abject lesson in how to destroy a lean enterprise by abandoning those practices and throwing respect for your workforce out the window with them.
Personally, I have been a dedicated student of the Toyota Production System and Shingijutsu's founders for many years. Now, quite unexpectedly, I have a practical compendium of kaizen standards - in the form of The Fieldbook - that accurately reflects my experiences and observations doing good kaizen with great teachers. Nobody intent on learning the power of real kaizen can afford to avoid Hamel's book. Though extremely well organized, it is not a breezy read. The author's effort to capture the ambiguities and seemingly contradictory aspects of real kaizen in action succeed and the true sources of the kaizen tradition shine through as a result. As a whole, The Fieldbook epitomizes the uniquely outstanding work I believe the Shingo Research and Professional Publication Award was established to recognize. Kudos to the Shingo Award Committee for directing attention to this book.
8 of 11 people found the following review helpful.
FAKE reviews
By med student
Of the 10 reviews listed here, only 20% of the reviewers actually purchased the book from Amazon. Further, only 20% of the reviewers had reviewed another purchase on Amazon. It doesn't take a Kaizen event to show that this set of reviews is padded and the reviews are sometimes fake. Annoying.
2 of 3 people found the following review helpful.
Improved Kaizen Event Planning through pizza orders
By H. Hall
I just finished the Fieldbook. It will be a most valuable reference as I continue the journey. My company president has already taken it from me to read. Perhaps he will note the part with the ranked reasons improvement events fail and where management support is on that list. Mark has put together a source of information on how to do it right that everyone who is leading or facilitating an improvement event should have on their bookshelf, regardless of how many they have already done.
What I will immediately be able to apply to my event planning are those comments in the boxes off to the side of the page, like the one about the TV character MacGuyver ... how can I accomplish in an event what I need to using what I have available to me at the time - like MacGuyver does. Or, the one about the impact one Sensei had on the CI team by doing the math outloud to the team on the affect of an extra few inches of saw stroke in a cutting operation.
Being in a small organization now, the information about event planning over a longer period of time than the usualy 3-day blitz was good to read. It was as if I was being told it was OK to do CI this way.... it is not going to get me arrested by the Kaizen Police.
Lastly, I will always remember the comment about how to determine if you have the right size improvement team based upon the number of pizzas it will take to feed them. Even in a small company, it is possible to involve too many and end up accomplishing little.
See all 16 customer reviews...
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