Masaaki Imai


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Management Guru, Kaizen Pioneer, Founder of Kaizen Institutex

Masaaki Imai is the Founder of Kaizen Institute which was established in Switzerland in 1985 to help companies implement the practice of kaizen and the various systems and tools known today as Lean Management. Today Kaizen Institute Consulting Group (KICG) is the leading global operational excellence consultancy with over 400 professionals located in offices across 30 countries serving clients in 25 languages.

Over the last three decades Mr. Imai has authored books and articles, held lectures on kaizen, quality, leadership, Lean and other related management subjects, has consulted with global companies, introduced kaizen as a commonsense continuous improvement approach on every
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Average rating: 4.07 · 779 ratings · 59 reviews · 9 distinct worksSimilar authors
Gemba Kaizen: A Commonsense...

4.12 avg rating — 451 ratings — published 1997 — 21 editions
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Kaizen. La clave de la vent...

4.01 avg rating — 308 ratings — published 1985 — 16 editions
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Collaborating for Change: G...

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4.10 avg rating — 21 ratings — published 2000 — 2 editions
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Kaizen / Japonya'nın Rekabe...

4.75 avg rating — 4 ratings
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16 Ways to Avoid Saying No ...

it was amazing 5.00 avg rating — 1 rating — published 1981
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The Japanese Businessman: A...

liked it 3.00 avg rating — 1 rating
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Gemba Kaizen. Un approccio ...

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Strategic Kaizen: Using Flo...

0.00 avg rating — 0 ratings3 editions
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Never Take YES for an Answe...

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“The essence of 5S is to follow what has been agreed on. It begins with discarding what we don’t need in the gemba (seiri) and then arranging all the necessary items in the gemba in an orderly manner (seiton). Then a clean environment must be sustained so that we can readily identify abnormalities (seiso), and these three steps must be maintained on a continuous basis (shitsuke).”
Masaaki Imai, Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy

“Hence the five golden rules of gemba management: 1. When a problem (abnormality) arises, go to the gemba first. 2. Check the gembutsu (“relevant objects”). 3. Take temporary countermeasures on the spot. 4. Find the root cause. 5. Standardize to prevent recurrence. Go”
Masaaki Imai, Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy

“People within a company can be divided into two groups: those who earn money and those who don’t. Only those frontline people who develop, produce, and sell products are earning money for the company. The ideal company would have only one person who does not earn money—the president—leaving the rest of the employees directly involved in revenue-generating activity.”
Masaaki Imai, Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy



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