In this first comprehensive departure from the time-and-motion dictums of Frederick Taylor's Shop Management that have influenced management practices for most of this century, Kiyoshi Suzaki offers a framework for successfully conducting business at its most crucial point-the shop floor. Drawing on the principles of holistic management, where organizational boundaries are smashed and co-destiny is created, Suzaki demonstrates how modern shop floor management techniques -- focusing maximum energy on the front line -- can lead to dramatic improvements in productivity and valueadded-to-services.…mehr
In this first comprehensive departure from the time-and-motion dictums of Frederick Taylor's Shop Management that have influenced management practices for most of this century, Kiyoshi Suzaki offers a framework for successfully conducting business at its most crucial point-the shop floor. Drawing on the principles of holistic management, where organizational boundaries are smashed and co-destiny is created, Suzaki demonstrates how modern shop floor management techniques -- focusing maximum energy on the front line -- can lead to dramatic improvements in productivity and valueadded-to-services. The role of management today, Suzaki argues, is to eliminate its own responsibilities by thinking of the organization from the genba, or shop floor, point of view. In this challenge, Suzaki claims, organizations need to collect the wisdom of people by practicing "Glass Wall Management," where organizations become transparent, enabling employees to contribute maximum creativity as opposed to blocking their potential with what he calls "Brick Wall Management." Further, to empower individuals to selfmanage their work and satisfy their customers, Suzaki asserts that they all should learn to manage their own "mini-company," where everybody is considered president of his or her area of responsibility. Front-line supervisors, Suzaki shows, must develop a mission and goals and share them both up and downstream. He cites examples of the "shop floor point of view" -- McDonald's Corporation's legal staff learning how to sell hamburgers and fix milkshake machines; Honda's human resource staff training on the assembly line -- that narrow the gap between top management and the shop floor. By upgrading people's skills, focusing on empowerment, and streamlining processes, Suzaki illustrates that an organization will realize concrete improvements in quality, cost, delivery, safety, morale, and ultimately, its competitive position.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
CONTENTS Preface Introduction Revisiting Our Shop Floor Beyond Taylorism Making People Before Making Products Addressing the Individual's Needs Genba-Oriented Thinking (Three Reals) Developing a Genba-Oriented Mind Learning from the Genba Experience Transforming an Organization Using Everybody's Creative Power Chapter 1. DEVELOPING A VISION OF SHOP FLOOR EXCELLENCE Sailing in Today's Business Environment Changing Environment -- Past vs. Future Our Vision Creating an Organization with Self-Managed People Ownership at the Source Looking at Ourselves Straight in the Mirror Achieving Excellence in Shop Floor Management (SFM) Controlling the Process Traditional and Progressive Organizations Developing a Progressive Organization What We Should Work On Where Do We Stand Now The Change Process Changing Our Destiny Clarifying Our Vision and Mission Summary Chapter 2. DEVELOPING A CUSTOMER-ORIENTED ORGANIZATION The Customer-Supplier Relationship in Our Society Listening to the Voice of Customers What Is a Customer-Oriented Organization? Understanding the Customer-Supplier Relationship Moving from Local Optimization to Total Optimization Working on Our Mindset Developing the Nervous System in Our Organization Clarifying the Flow of Work Customer Orientation in a Centrally Planned Economy Understanding Customers' Minds -- Putting Ourselves in Their Shoes Criteria for Customer Satisfaction Addressing Customers' Needs Developing Customer Orientation Throughout the Company Expanding the Concept of the Customer-Supplier Relationship Summary Chapter 3. ESTABLISHING A COMPANY WITHIN A COMPANY The Customer-Supplier Relationship Between Boss and Subordinates The People-Oriented Organization: Making People Before Making Products The Mini-Company Concept Running Your Own Mini-Company The Front Line Supervisor as President of a Mini-Company Understanding the Framework of Mini-Companies The Meaning of Mission Developing a Mission for Mini-Companies Benefits of Mini-Companies Glass Wall Management Even a Stranger Should Understand Our Shop Floor Activities: A Stranger Theory Changing Roles and Responsibilities Summary Chapter 4. INVOLVING EVERYBODY IN THE PROCESS OF CONTINUOUS IMPROVEMENT Survival of the Fittest Addressing the Organization's Needs Key Points for Organizational Innovation Setting up a Scoreboard: Defining the Games We Play Diagnostic Tools for Monitoring the Organization's Health Signs of Shop Floor Excellence Process of Continuous Improvement Improvement and Standardization Practicing Standards Standards Represent an Organization's Capabilities Use of Standard Operating Procedure to Control the Point of Action Developing Standard Operating Procedures Maintaining Standards with Everybody Involved: A Wooden Pail Theory Guiding Improvement Activity from the Top Communicating the Basics of the Mini-Company Summary Chapter 5. UPGRADING EVERYBODY'S SKILLS Matching Skills to the Needs of the Organization Skills for Self-Management Upgrading Our Skills Growing with the Organization Putting Intelligence on the Shop Floor The Role of Managers and Support People Working on Important Jobs One Step at a Time Instructing People to Conduct the Job -- Job Training Encouraging People to Upgrade Their Skills Keeping Our Minds Open Mental Attitude Toward Continuous Improvement A Case of an Operator's Idea Challenging People to Overcome Hurdles Summary Chapter 6. ACQUIRING PROBLEM-SOLVING SKILLS Acquiring Willpower for Self-Improvement Using Everybody's Creativity Having Fun with "Show and Tell" Necessary Mental Attitudes for Active Problem Solving Identifying Problems Tools of Problem Solving Learning Skills to Enrich Our Career Developing the Habit of Mutual Learning Tools to Expose Problems Summary Chapter 7. PRACTICING PROBLEM-SOLVING SKILLS Relentless Pursuit of Improvement Clarifying Approaches for Problem-Solving Activities Basic Steps of Problem Solving A Case of Continuous Improvement -- "My Fingers Hurt" Effective Use of Suggestion Programs Effective Use of Team Improvement Activities Developing a Team-Oriented Environment Practicing Problem Solving as a Team Intercompany Exchange Program Managing the Improvement Process with PDCA Summary Chapter 8. LEADING PEOPLE FOR CONTINUOUS IMPROVEMENT Managers as Leaders: Employees as Customers Leadership Is Situational A Desire for Self-Improvement Makes Things Happen Guiding Improvement Activities Having Pride in Our Work Sharing Successes Improving Communication at the Shop Floor Communication with Visual Aids Recognition and Rewards Letting People Grow with the Company Phrases Managers Should Not Use Qualification of Leaders Providing Positive Reinforcement to Change Our Behavior Summary Chapter 9. MANAGING SHOP FLOOR IMPROVEMENT ACTIVITIES Goal Setting Benchmarking Management Cycle Developing the Rhythm of PDCA Managing Time on the Shop Floor Managing Improvement Activities with Control Points Organizing Our Mini-Company Meeting Area Organizing Our Work Station Learning to Use Control Points Developing the Network of Control Points Developing Documentation and Presentation Skills Reviewing the Progress of Improvement Activities Summary Chapter 10. TYING SHOP FLOOR MANAGEMENT TO THE TOTAL COMPANY BUSINESS Company-Wide Planning Business Planning for Self-Management Developing a Mini-Company Business Plan Coordinating the Business Plan Development Process Executing the Business Plan Sharing the Progress Summarizing the Progress in an Annual Report Learning from the Business Planning Process Tying Business Plan with the Budget Policy Management (Management of the Company's Strategic Direction) Cross-Functional Management Coordinating Approaches for Continuous Improvement Summary Chapter 11. LOOKING AT OURSELVES IN THE MIRROR Tying Things Together Evaluating the Level of Shop Floor Management The Presidential Audit The Audit Process Learning from a Presidential Audit Learning to Conduct an Effective Presidential Audit The External Audit Award and Reward Systems Finding the Treasures of the Company Summary Chapter 12. WHERE DO WE GO FROM HERE? From a Fragile to a Robust System Exposing Problems Before It's Too Late Achieving a Critical Mass Ideas for Implementation Implementing Shop Floor Management Company-Wide Making It Work The Facilitator's Role Mapping Out the Implementation Process Questions and Answers on Implementation Shop Floor Management in Perspective Benefits of Shop Floor Management Where Do We Go from Here? Dew and Moon Training Our Minds in a Turbulent World Summary APPENDICES Appendix 1.1 Employee Survey Appendix 2.1 Customer Survey Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities Appendix 3.2 Developing a Misson Statement Appendix 4.1 Checklist for Assuring the Basics of Just-In-Time Production Appendix 4.2 Basics of Standard Operating Procedure (SOP) Appendix 5.1 Job Training Appendix 6.1 Eliminating Human Errors (Poka-Yoke) Appendix 6.2 Problem-Solving Tools Appendix 6.3 Checklist for Idea Generation Appendix 7.1 Advice on Suggestion Program Appendix 7.2 Building an Effective Team Appendix 7.3 Checklist to Evaluate the Key Steps of Team-Oriented Problem-Solving Activities Appendix 7.4 Continuous Improvement Study Group Activities Appendix 8.1 Effective Use of Visual Aids Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities Appendix 11.1 Shop Floor Tour Checklist Appendix 12.1 Voices of People Who Are Engaged in the New Shop Floor Management Epilogue: Withstanding the Rain Bibliography Acknowledgments Index
CONTENTS Preface Introduction Revisiting Our Shop Floor Beyond Taylorism Making People Before Making Products Addressing the Individual's Needs Genba-Oriented Thinking (Three Reals) Developing a Genba-Oriented Mind Learning from the Genba Experience Transforming an Organization Using Everybody's Creative Power Chapter 1. DEVELOPING A VISION OF SHOP FLOOR EXCELLENCE Sailing in Today's Business Environment Changing Environment -- Past vs. Future Our Vision Creating an Organization with Self-Managed People Ownership at the Source Looking at Ourselves Straight in the Mirror Achieving Excellence in Shop Floor Management (SFM) Controlling the Process Traditional and Progressive Organizations Developing a Progressive Organization What We Should Work On Where Do We Stand Now The Change Process Changing Our Destiny Clarifying Our Vision and Mission Summary Chapter 2. DEVELOPING A CUSTOMER-ORIENTED ORGANIZATION The Customer-Supplier Relationship in Our Society Listening to the Voice of Customers What Is a Customer-Oriented Organization? Understanding the Customer-Supplier Relationship Moving from Local Optimization to Total Optimization Working on Our Mindset Developing the Nervous System in Our Organization Clarifying the Flow of Work Customer Orientation in a Centrally Planned Economy Understanding Customers' Minds -- Putting Ourselves in Their Shoes Criteria for Customer Satisfaction Addressing Customers' Needs Developing Customer Orientation Throughout the Company Expanding the Concept of the Customer-Supplier Relationship Summary Chapter 3. ESTABLISHING A COMPANY WITHIN A COMPANY The Customer-Supplier Relationship Between Boss and Subordinates The People-Oriented Organization: Making People Before Making Products The Mini-Company Concept Running Your Own Mini-Company The Front Line Supervisor as President of a Mini-Company Understanding the Framework of Mini-Companies The Meaning of Mission Developing a Mission for Mini-Companies Benefits of Mini-Companies Glass Wall Management Even a Stranger Should Understand Our Shop Floor Activities: A Stranger Theory Changing Roles and Responsibilities Summary Chapter 4. INVOLVING EVERYBODY IN THE PROCESS OF CONTINUOUS IMPROVEMENT Survival of the Fittest Addressing the Organization's Needs Key Points for Organizational Innovation Setting up a Scoreboard: Defining the Games We Play Diagnostic Tools for Monitoring the Organization's Health Signs of Shop Floor Excellence Process of Continuous Improvement Improvement and Standardization Practicing Standards Standards Represent an Organization's Capabilities Use of Standard Operating Procedure to Control the Point of Action Developing Standard Operating Procedures Maintaining Standards with Everybody Involved: A Wooden Pail Theory Guiding Improvement Activity from the Top Communicating the Basics of the Mini-Company Summary Chapter 5. UPGRADING EVERYBODY'S SKILLS Matching Skills to the Needs of the Organization Skills for Self-Management Upgrading Our Skills Growing with the Organization Putting Intelligence on the Shop Floor The Role of Managers and Support People Working on Important Jobs One Step at a Time Instructing People to Conduct the Job -- Job Training Encouraging People to Upgrade Their Skills Keeping Our Minds Open Mental Attitude Toward Continuous Improvement A Case of an Operator's Idea Challenging People to Overcome Hurdles Summary Chapter 6. ACQUIRING PROBLEM-SOLVING SKILLS Acquiring Willpower for Self-Improvement Using Everybody's Creativity Having Fun with "Show and Tell" Necessary Mental Attitudes for Active Problem Solving Identifying Problems Tools of Problem Solving Learning Skills to Enrich Our Career Developing the Habit of Mutual Learning Tools to Expose Problems Summary Chapter 7. PRACTICING PROBLEM-SOLVING SKILLS Relentless Pursuit of Improvement Clarifying Approaches for Problem-Solving Activities Basic Steps of Problem Solving A Case of Continuous Improvement -- "My Fingers Hurt" Effective Use of Suggestion Programs Effective Use of Team Improvement Activities Developing a Team-Oriented Environment Practicing Problem Solving as a Team Intercompany Exchange Program Managing the Improvement Process with PDCA Summary Chapter 8. LEADING PEOPLE FOR CONTINUOUS IMPROVEMENT Managers as Leaders: Employees as Customers Leadership Is Situational A Desire for Self-Improvement Makes Things Happen Guiding Improvement Activities Having Pride in Our Work Sharing Successes Improving Communication at the Shop Floor Communication with Visual Aids Recognition and Rewards Letting People Grow with the Company Phrases Managers Should Not Use Qualification of Leaders Providing Positive Reinforcement to Change Our Behavior Summary Chapter 9. MANAGING SHOP FLOOR IMPROVEMENT ACTIVITIES Goal Setting Benchmarking Management Cycle Developing the Rhythm of PDCA Managing Time on the Shop Floor Managing Improvement Activities with Control Points Organizing Our Mini-Company Meeting Area Organizing Our Work Station Learning to Use Control Points Developing the Network of Control Points Developing Documentation and Presentation Skills Reviewing the Progress of Improvement Activities Summary Chapter 10. TYING SHOP FLOOR MANAGEMENT TO THE TOTAL COMPANY BUSINESS Company-Wide Planning Business Planning for Self-Management Developing a Mini-Company Business Plan Coordinating the Business Plan Development Process Executing the Business Plan Sharing the Progress Summarizing the Progress in an Annual Report Learning from the Business Planning Process Tying Business Plan with the Budget Policy Management (Management of the Company's Strategic Direction) Cross-Functional Management Coordinating Approaches for Continuous Improvement Summary Chapter 11. LOOKING AT OURSELVES IN THE MIRROR Tying Things Together Evaluating the Level of Shop Floor Management The Presidential Audit The Audit Process Learning from a Presidential Audit Learning to Conduct an Effective Presidential Audit The External Audit Award and Reward Systems Finding the Treasures of the Company Summary Chapter 12. WHERE DO WE GO FROM HERE? From a Fragile to a Robust System Exposing Problems Before It's Too Late Achieving a Critical Mass Ideas for Implementation Implementing Shop Floor Management Company-Wide Making It Work The Facilitator's Role Mapping Out the Implementation Process Questions and Answers on Implementation Shop Floor Management in Perspective Benefits of Shop Floor Management Where Do We Go from Here? Dew and Moon Training Our Minds in a Turbulent World Summary APPENDICES Appendix 1.1 Employee Survey Appendix 2.1 Customer Survey Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities Appendix 3.2 Developing a Misson Statement Appendix 4.1 Checklist for Assuring the Basics of Just-In-Time Production Appendix 4.2 Basics of Standard Operating Procedure (SOP) Appendix 5.1 Job Training Appendix 6.1 Eliminating Human Errors (Poka-Yoke) Appendix 6.2 Problem-Solving Tools Appendix 6.3 Checklist for Idea Generation Appendix 7.1 Advice on Suggestion Program Appendix 7.2 Building an Effective Team Appendix 7.3 Checklist to Evaluate the Key Steps of Team-Oriented Problem-Solving Activities Appendix 7.4 Continuous Improvement Study Group Activities Appendix 8.1 Effective Use of Visual Aids Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities Appendix 11.1 Shop Floor Tour Checklist Appendix 12.1 Voices of People Who Are Engaged in the New Shop Floor Management Epilogue: Withstanding the Rain Bibliography Acknowledgments Index
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