New Shop Floor Management : Empowering People for Continuous Improvement
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.
- Electronic book text
- 28 Feb 1993
- SIMON & SCHUSTER
- The Free Press
- United States
Table of contents
CONTENTSPrefaceIntroductionRevisiting Our Shop FloorBeyond TaylorismMaking People Before Making ProductsAddressing the Individual's NeedsGenba-Oriented Thinking (Three Reals)Developing a Genba-Oriented MindLearning from the Genba ExperienceTransforming an OrganizationUsing Everybody's Creative PowerChapter 1. DEVELOPING A VISION OF SHOP FLOOR EXCELLENCESailing in Today's Business EnvironmentChanging Environment -- Past vs. FutureOur VisionCreating an Organization with Self-Managed PeopleOwnership at the SourceLooking at Ourselves Straight in the MirrorAchieving Excellence in Shop Floor Management (SFM)Controlling the ProcessTraditional and Progressive OrganizationsDeveloping a Progressive OrganizationWhat We Should Work OnWhere Do We Stand NowThe Change ProcessChanging Our DestinyClarifying Our Vision and MissionSummaryChapter 2. DEVELOPING A CUSTOMER-ORIENTED ORGANIZATIONThe Customer-Supplier Relationship in Our SocietyListening to the Voice of CustomersWhat Is a Customer-Oriented Organization?Understanding the Customer-Supplier RelationshipMoving from Local Optimization to Total OptimizationWorking on Our MindsetDeveloping the Nervous System in Our OrganizationClarifying the Flow of WorkCustomer Orientation in a Centrally Planned EconomyUnderstanding Customers' Minds -- Putting Ourselves in Their ShoesCriteria for Customer SatisfactionAddressing Customers' NeedsDeveloping Customer Orientation Throughout the CompanyExpanding the Concept of the Customer-Supplier RelationshipSummaryChapter 3. ESTABLISHING A COMPANY WITHIN A COMPANYThe Customer-Supplier Relationship Between Boss and SubordinatesThe People-Oriented Organization: Making People Before Making ProductsThe Mini-Company ConceptRunning Your Own Mini-CompanyThe Front Line Supervisor as President of a Mini-CompanyUnderstanding the Framework of Mini-CompaniesThe Meaning of MissionDeveloping a Mission for Mini-CompaniesBenefits of Mini-CompaniesGlass Wall ManagementEven a Stranger Should Understand Our Shop Floor Activities: A Stranger TheoryChanging Roles and ResponsibilitiesSummaryChapter 4. INVOLVING EVERYBODY IN THE PROCESS OF CONTINUOUS IMPROVEMENTSurvival of the FittestAddressing the Organization's NeedsKey Points for Organizational InnovationSetting up a Scoreboard: Defining the Games We PlayDiagnostic Tools for Monitoring the Organization's HealthSigns of Shop Floor ExcellenceProcess of Continuous ImprovementImprovement and StandardizationPracticing StandardsStandards Represent an Organization's CapabilitiesUse of Standard Operating Procedure to Control the Point of ActionDeveloping Standard Operating ProceduresMaintaining Standards with Everybody Involved: A Wooden Pail TheoryGuiding Improvement Activity from the TopCommunicating the Basics of the Mini-CompanySummaryChapter 5. UPGRADING EVERYBODY'S SKILLSMatching Skills to the Needs of the OrganizationSkills for Self-ManagementUpgrading Our SkillsGrowing with the OrganizationPutting Intelligence on the Shop FloorThe Role of Managers and Support PeopleWorking on Important Jobs One Step at a TimeInstructing People to Conduct the Job -- Job TrainingEncouraging People to Upgrade Their SkillsKeeping Our Minds OpenMental Attitude Toward Continuous ImprovementA Case of an Operator's IdeaChallenging People to Overcome HurdlesSummaryChapter 6. ACQUIRING PROBLEM-SOLVING SKILLSAcquiring Willpower for Self-ImprovementUsing Everybody's CreativityHaving Fun with "Show and Tell"Necessary Mental Attitudes for Active Problem Solving Identifying ProblemsTools of Problem SolvingLearning Skills to Enrich Our CareerDeveloping the Habit of Mutual LearningTools to Expose ProblemsSummaryChapter 7. PRACTICING PROBLEM-SOLVING SKILLSRelentless Pursuit of ImprovementClarifying Approaches for Problem-Solving ActivitiesBasic Steps of Problem SolvingA Case of Continuous Improvement -- "My Fingers Hurt"Effective Use of Suggestion ProgramsEffective Use of Team Improvement ActivitiesDeveloping a Team-Oriented EnvironmentPracticing Problem Solving as a TeamIntercompany Exchange ProgramManaging the Improvement Process with PDCASummaryChapter 8. LEADING PEOPLE FOR CONTINUOUS IMPROVEMENTManagers as Leaders: Employees as CustomersLeadership Is SituationalA Desire for Self-Improvement Makes Things HappenGuiding Improvement ActivitiesHaving Pride in Our WorkSharing SuccessesImproving Communication at the Shop FloorCommunication with Visual AidsRecognition and RewardsLetting People Grow with the CompanyPhrases Managers Should Not UseQualification of LeadersProviding Positive Reinforcement to Change Our BehaviorSummaryChapter 9. MANAGING SHOP FLOOR IMPROVEMENT ACTIVITIESGoal SettingBenchmarkingManagement CycleDeveloping the Rhythm of PDCAManaging Time on the Shop FloorManaging Improvement Activities with Control PointsOrganizing Our Mini-Company Meeting AreaOrganizing Our Work StationLearning to Use Control PointsDeveloping the Network of Control PointsDeveloping Documentation and Presentation SkillsReviewing the Progress of Improvement ActivitiesSummaryChapter 10. TYING SHOP FLOOR MANAGEMENT TO THE TOTAL COMPANY BUSINESSCompany-Wide PlanningBusiness Planning for Self-ManagementDeveloping a Mini-Company Business PlanCoordinating the Business Plan Development ProcessExecuting the Business PlanSharing the ProgressSummarizing the Progress in an Annual ReportLearning from the Business Planning ProcessTying Business Plan with the BudgetPolicy Management (Management of the Company's Strategic Direction)Cross-Functional ManagementCoordinating Approaches for Continuous ImprovementSummaryChapter 11. LOOKING AT OURSELVES IN THE MIRRORTying Things TogetherEvaluating the Level of Shop Floor ManagementThe Presidential AuditThe Audit ProcessLearning from a Presidential AuditLearning to Conduct an Effective Presidential AuditThe External AuditAward and Reward SystemsFinding the Treasures of the CompanySummaryChapter 12. WHERE DO WE GO FROM HERE?From a Fragile to a Robust SystemExposing Problems Before It's Too LateAchieving a Critical MassIdeas for ImplementationImplementing Shop Floor Management Company-WideMaking It WorkThe Facilitator's RoleMapping Out the Implementation ProcessQuestions and Answers on ImplementationShop Floor Management in PerspectiveBenefits of Shop Floor ManagementWhere Do We Go from Here?Dew and MoonTraining Our Minds in a Turbulent WorldSummaryAPPENDICESAppendix 1.1 Employee SurveyAppendix 2.1 Customer SurveyAppendix 3.1 Checklist for Supervisor's Roles and ResponsibilitiesAppendix 3.2 Developing a Misson StatementAppendix 4.1 Checklist for Assuring the Basics of Just-In-Time ProductionAppendix 4.2 Basics of Standard Operating Procedure (SOP)Appendix 5.1 Job TrainingAppendix 6.1 Eliminating Human Errors (Poka-Yoke)Appendix 6.2 Problem-Solving ToolsAppendix 6.3 Checklist for Idea GenerationAppendix 7.1 Advice on Suggestion ProgramAppendix 7.2 Building an Effective TeamAppendix 7.3 Checklist to Evaluate the Key Steps of Team-Oriented Problem-Solving ActivitiesAppendix 7.4 Continuous Improvement Study Group ActivitiesAppendix 8.1 Effective Use of Visual AidsAppendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly ActivitiesAppendix 11.1 Shop Floor Tour ChecklistAppendix 12.1 Voices of People Who Are Engaged in the New Shop Floor ManagementEpilogue: Withstanding the RainBibliographyAcknowledgmentsIndex
Siegfried P. Adler President, Borg-Warner Automotive, Inc. Suzaki shows how to extend the role of management down to the shop floor, thus making the front-line workforce share in the responsibilities and achievements of the company. His insights are invaluable. Alan R. Monahan Vice President, World Wide Manufacturing, Xerox Corporation American manufacturing has, for far too long, neglected "front line" workers in day-to-day business activities. This book is an excellent source of ideas, techniques, and approaches for improved business results through the engagement of this critical resource. Lee M. Gardner President and COO, Masco Industries, Inc. Suzaki helps us to see the shop floor as a critical battleground in today's business and illustrates ways to break our mindset to achieve continuous improvement for everybody. Fujio Cho President, CEO, Toyota Motor Manufacturing, U.S.A., Inc. As the world of business becomes more and more competitive, it is imperative that every company offer consumers the highest quality product at the lowest cost...this book is an extremely useful resource in offering a variety of ideas and suggestions for accomplishing our goals. Richard Cohon Commission on the Skills of the American Workforce and President, C.N. Burman Co. Suzaki offers invaluable, practical advice for those who have come to recognize that the factory floor is an important place where corporate survival can be insured. John D. Robechek Senior Vice President, Toledo Scale This book provides a comprehensive review of the basic principles employed in creating a world class organization. James P. Womack Coauthor, "The Machine that Changed the world" Suzaki moves far beyond individual techniques and presents a new way to think about how people add value in any production or service activity. Managers need to read this book to learn how to create the "New Shop Floor." L.W. McDonough Senior Vice President, Operations & Quality, Bissell, Inc. This book is an excellent road map that can be used on the journey of continuous improvement, no matter the level of associate involvement.
About Kiyoshi Suzaki
Kiyoshi Suzaki, president of Suzaki & Company, is an internationally recognized consultant and educator on manufacturing competitiveness, having worked with hundreds of companies in over 20 nations around the world. He is the author of The New Manufacturing Challenge (The Free Press, 1987).