Regina Mazurek, assessment of the organizations improvement level according to Kaizen concept. , Elżbieta Skrzypek (red.), [w:] Integration in management, UMCS, Lublin 2012, ISBN: 978-83-62785-36-0

Cytaty i parafrazy (0 - 1 z 1)

• (cytat, str. 167) Tab. 2. Engagement hierarchy in kaizen (hierarchia zaangażowania w kaizen)
  
  Top management
  Determination to introduce kaizen in the company
  Supporting kaizen and directing the actions by
  resource allocation
  Introducing the strategy for kaizen and interdepartmental targets
  Executing the targets of kaizen by developing and verifying the strategy
  Building systems, procedures and structures supporting kaizen
  
  Middle management
  Developing and introducing kaizen according to top management’s tips
  Executing kaizen in a department
  Introducing, maintaining and improving standards
  Propagating the knowledge of kaizen among workers by intensive training programs
  Helping workers to develop skills and tools of problem solving
  
  Supervisors
  Executing kaizen on every posision in a department
  Creating plans for kaizen
  Improvement of communication with workers
  Supporting small teams and individual suggestion system
  Introducing discipline in a workplace
  Supplying the suggestions of kaizen
  
  Workers
  Involving in kaizen by suggestion system and small teams activity
  Following the discipline in a workplace
  Involving in self-development oriented on problem
  solving
  Skills and competence development thanks to multijunction-type of
  education
  
Słowa kluczowe: Kaizen
Komentarze i źródła pierwotne: Source: Imai M. Kaizen. Key to the competitive success of Japan, Kaizen Institute Poland and MT Business, Warsaw 2007, p. 40.