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Beyond Strategic Kaizen - Performing Synchronous Profitable Operations (Paperback)
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Beyond Strategic Kaizen - Performing Synchronous Profitable Operations (Paperback)
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Currently, the challenge for manufacturing organizations is how to
achieve their expected profit by continuously improving
productivity or reducing costs. Manufacturing organizations have
been using different improvement approaches to achieving cost
reduction and productivity improvement for years by eliminating
various losses and waste structures, such as excess inventory,
excessive workforce, excessive capacity, excessive utility
consumption, and so on. But is the problem solved? Unfortunately,
no! Often manufacturing companies focus on maximizing the flow and
meeting customer needs but forget their real aim - to make a profit
for their stakeholders. Too many organizations meet customer
expectations by seeking to continuously synchronize the flow to
market demand but forget to check that they are doing it profitably
enough to ensure business continuity and prosperity. When the
financial results show that they are not so profitable, it is
already too late. Moreover, the strategic direction of systematic
improvements according to the sales trend - depending on the
current degree of production capacity utilization and its dynamic
effects on cost structures - is deficient in many manufacturing
companies. So, would the failure of strategic and profitable
systematic improvements be an option? Of course not! If the
ultimate goal of the organization is to create target profit for
stakeholders, then the behavior and strategic systematic
improvements must be directed to those scenarios, strategies,
tasks, problems, and "production levers" that are best based on
creating the target profit. That's what Strategic Kaizen thinking
does - the simultaneous and consistent achievement of systematic
operational and financial improvements in a strategic and
operational manner. It achieves both synchronous operations at
market demand by fulfilling takt time and profitable operations in
accordance with profit demand by fulfilling takt profit. In short,
the Strategic Kaizen mission is striving for the fulfillment of the
ideal state of operations called synchronous profitable operations.
In this book, the author, while presenting in detail the seven
processes of Strategic Kaizen methodology, exposes the answer to
historically incomplete thinking of productivity improvements for
target profitability. The uniqueness of the book is reinforced by
the detailed presentation of the successful application of the
Strategic Kaizen thinking over the years in two multinational
manufacturing organizations operating in highly competitive
markets, addressing the synchronous profitable operations for both
the sales increase scenario and the sales decrease scenario.
Moreover, it presents examples of the practical application of the
"white-collar" Strategic Kaizen. Essentially, by adopting the
Strategic Kaizen methodology presented in detail in this book to
consistently achieve the ideal state of a manufacturing
organization, organizations will enter a new paradigm of thinking
of strategic improvements - Strategic Kaizen thinking - to meet
annual and multiannual target profits in a unique and effective way
that operates according to its own strategic and operational
management system.
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