Shop Management by F.W. Taylor - The starting treatise on shop floor management
http://nraoiekc.blogspot.in/2017/02/origin-of-industrial-engineering-shop.htmlThe New Shop Floor Management - Kiyoshi Suzaki - Published in 1993
100 years of evolution of shop management thoughtIntroduction
Shop floor is the place where the most fundamental, value-added activities take place, whether they are in manufacturing, services, or construction.
There are approaches for maximizing the potential of people at the shop floor. This book will explore such potential by focusing attention on the shop floor.
One of the major focuses of this book is self-management of people on the shop floor, The Japanese call shop floor managemet genba kanri. This book attempts to share new perspectives on shop floor management and provide pragmatic approaches for increasing people's self-managing capabilities.
Konosuke Matsushita said. "we make people first before making products."
Each person has self-managing or autonomous capabilities. If they are linked to the total organization, we can create a system that is more humane.
The problems on the shop floor may seem big when managers try to solve them by themselves, but when try to solve the same problem by involving everybody and their creativity, they can solve them more of them more easily.
One view of shop floor management
Improvement of people
Problem solving utilizing collective wisdom of people.
YouTube Video:
New Shop Floor Management - Empowering People for Continuous Improvement / Company Transformation
Kiyoshi Suzaki
https://www.youtube.com/watch?v=8X7oNpIKQs8
The New Shop Floor Management - Kiyoshi Suzaki - Book
The New Shop Floor Management: Empowering People for Continuous Improvement
https://books.google.co.in/books?id=WM1b8NXzYZ4CNew Manufacturing Challenge: Techniques for Continuous Improvement
Kiyoshi Suzaki
Simon and Schuster, 22-Jul-1987 - Business & Economics - 255 pages
As a consultant, Kiyoshi Suzaki has helped scores of Fortune 500 clients improve manufacturing operations and get the job done faster, cheaper, better, and safer. Now, in this detailed "operating manual" -- full of more step-by-step applications than any other book available -- Suzaki spells out new options in production and employee resources that can help American industry regain the cutting edge in price, quality, and delivery of products.
A well-known expert in the field, Suzaki begins with the premise that "if it doesn't add value, it's waste" -- a concept devised by Henry Ford and later used by Toyota. He recaps what Toyota identifies as the seven most prominent forms of waste in factories. Most importantly, he meticulously details steps individuals can take to "simplify, combine, and eliminate operations" -- thereby reducing waste, improving quality, and saving money.
Describing in detail the basic techniques culled from Japanese industrial philosophy and procedure, Suzaki shows how small, family-run businesses and billion-dollar American corporations from a wide range of industries -- automotive, electronics, cosmetics, and even defense contractors -- are meeting the manufacturing challenge today -- demolishing the widely held belief that most American manufacturers have become distribution organizations for products manufactured overseas. In addition, he links his methodology with several successful production systems, from Just-In-Time Production, Total Quality Control, Total Productive Maintenance to Computer Integrated Manufacturing. Throughout this practical handbook, he places emphasis squarely on the shop floor and grounds his approach in easy, yet powerful techniques everybody can understand and implement today.
Illustrated with numerous charts and exhibits, The New Manufacturing Challenge shows how to integrate people and techniques to improve the workplace and, thus, strengthen any company's competitiveness in the global marketplace.
Chapter 1 A Vision of New Shop Floor Management
Controlling the Process
Control requires feedback system
Productivity = Performance in QCDSM/ (Man + Machine + Material + Method + Measurement)
We need to figure out ways to allocate resources intelligently and have people prove their contribution to the company's progress.
Chapter 2 Developing A Customer Oriented Organization
Working on Our Mindset
Instead of self-centered thinking, we need to practice selflessness.
Chapter 3. Establishing Company within Company
The Mini-Company Concept
Every operator has a supplier - Every operator has a customer
The front line supervisor as President of a mini-company
Benefits of Mini-company concept
People develop sense of ownership
Glass Wall or Glass Window Management
Open communication throughout the company.
Shop floor has to be self explanatory so that people get feedback and self-manage. If we practice this idea, talents of people are utilized to address key concerns of the shop right then and there. If we practice good glass wall management, we will utilize the collective wisdom of people better.
Chapter 4. Involving Everybody in the Process of Continuous Improvement
Standards represent an organization's capabilities
Chapter 5. Upgrading Everybody's Skills
Skills for Self-Management
Skills related to doing and delivering with existing practices
Skills related to improvement
Skills related to self improvement
Skills related to team work
Skills related to specific tasks
Skills related to management
Chapter 6. Acquiring Problem Solving Skills
Page 70 (In the Google Book Preview)
Exhibit 6.1
12 Principles for Process Improvement
Chapter 7. Practicing Problem Solving Skills
We have to take up improvement challenges on a continuous basis. It means implementing one improvement project and then taking up another. An example by author, is to deliberately take the challenge of using a low grade material or increase the speed of the equipment and find ways to meet the customers' need at lower cost and higher quality.
Managers as Leaders have to consider Employees as Customers
Guiding Improvement Activities
Phrases Managers Should Not Use
Qualifications as Leaders
Get stimuli - Read books, journals, magazines, papers - Listen to experts, bosses, colleagues, customers, suppliers - Visit other companies doing good work - Watch videos - Consult catalogues
Acquire new knowledge - Identify the new knowledge in the stimuli and think over it regarding implications to your success and the required behavior
Modify your attitude - If the new knowledge requires you to change some attitude, accept its implication and change your attitude
Change your behavior - New knowledge and change in attitude will motivate you to change your behavior. Try the new way of doing thing as an experiment. Do role plays in your mind as well as physically.
Change your Habit - Practice the new behavior so that when the event happens you can exhibit the new behavior as a habit.
"Change in Habits" Change Your Destiny
Organizing the Work Station
1. Name board
2. Current operator(s) name(s)
3. Standard operating procedures
4. Andon
5. Andon switch or button to make the andon on.
6. Sample inspection place
7. Explanation of installed poka yoke
8. Machine operator self-maintenance procedure
9. Machine down time recording sheet
10. Safety checklist
11. description recent improvement (kaizens - good changes)
12. Layout of the area.
13. SPC chart
14. QC process table
15. Sample products
16. Production control board
17. Marking of the floor with place for every thing in the work center.
Chapter Ten
Chapter 11. Looking at Ourselves in the Mirror
Evaluating the Level of Shop Floor Management
The Presidential Audit
Chapter 12. Where do We Go from Here?
Ideas for Implementation
Making it Work
Introduction
Promotion
Expansion
Stabilization
Facilitator's Role
Questions and Answers on Implementation
Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities
People Management
Management of Work
Management of Material
Management of Machines
Management of Safety
Management of Environment
Management of Improvement
Appendix 6.3 Checklist for Idea Generation
Appendix 7.4 Continuous Improvement Study Group Activities
Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities
More books and videos by Suzaki
Chapter 8. Leading People for Continuous Improvement
Managers as Leaders have to consider Employees as Customers
Guiding Improvement Activities
Phrases Managers Should Not Use
Qualifications as Leaders
Changing Your Behavior as Leader - Steps Involved
Get stimuli - Read books, journals, magazines, papers - Listen to experts, bosses, colleagues, customers, suppliers - Visit other companies doing good work - Watch videos - Consult catalogues
Acquire new knowledge - Identify the new knowledge in the stimuli and think over it regarding implications to your success and the required behavior
Modify your attitude - If the new knowledge requires you to change some attitude, accept its implication and change your attitude
Change your behavior - New knowledge and change in attitude will motivate you to change your behavior. Try the new way of doing thing as an experiment. Do role plays in your mind as well as physically.
Change your Habit - Practice the new behavior so that when the event happens you can exhibit the new behavior as a habit.
"Change in Habits" Change Your Destiny
Chapter 9. Managing Shop Floor Improvement Activities
Organizing the Work Station
1. Name board
2. Current operator(s) name(s)
3. Standard operating procedures
4. Andon
5. Andon switch or button to make the andon on.
6. Sample inspection place
7. Explanation of installed poka yoke
8. Machine operator self-maintenance procedure
9. Machine down time recording sheet
10. Safety checklist
11. description recent improvement (kaizens - good changes)
12. Layout of the area.
13. SPC chart
14. QC process table
15. Sample products
16. Production control board
17. Marking of the floor with place for every thing in the work center.
Chapter Ten
Chapter 11. Looking at Ourselves in the Mirror
Evaluating the Level of Shop Floor Management
The Presidential Audit
Chapter 12. Where do We Go from Here?
Ideas for Implementation
Making it Work
Introduction
Promotion
Expansion
Stabilization
Facilitator's Role
Questions and Answers on Implementation
Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities
People Management
Management of Work
Management of Material
Management of Machines
Management of Safety
Management of Environment
Management of Improvement
Appendix 6.3 Checklist for Idea Generation
Appendix 7.4 Continuous Improvement Study Group Activities
Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities
More books and videos by Suzaki
https://books.google.co.in/books/about/Results_from_the_Heart.html?id=fN7LAQAACAAJ
Ten-mei - Slides by Suzaki
https://books.google.co.in/books/about/The_New_Manufacturing_Challenge.html?id=iwjIxAEACAAJ
Updated on 15.5.2022, 11.5.2022, 13 July 2021, 18 August 2019, 20 February 2017
Hi. While trying to check what I wrote around 1992 as an author of this book, I stumbled into this page - and felt interesting. The point was about the changing habit- to finding destiny.... as I found the comment from the book below.. After I published this book, NSFM, I published "results from the heart" in 2002 and following that I came up with the idea of Ten-mei (Order from heaven) - where finding destiny (or ten-mei) as a way to work and live, which then is linked with our finding happiness. (you may find on youtube if you search with suzaki and ten-mei. Yes, it is continuous journey of life with the process starting with passion - challenge - to beyond conventional wisdom - awakening - ten-mei- happiness. Best wishes! Kiyoshi Suzaki Jan 15, 2020
ReplyDelete==
Get stimuli - Read books, journals, magazines, papers - Listen to experts, bosses, colleagues, customers, suppliers - Visit other companies doing good work - Watch videos - Consult catalogues
Acquire new knowledge - Identify the new knowledge in the stimuli and think over it regarding implications to your success and the required behavior
Modify your attitude - If the new knowledge requires you to change some attitude, accept its implication and change your attitude
Change your behavior - New knowledge and change in attitude will motivate you to change your behavior. Try the new way of doing thing as an experiment. Do role plays in your mind as well as physically.
Change your Habit - Practice the new behavior so that when the event happens you can exhibit the new behavior as a habit.
"Change in Habits" Change Your Destiny
Good learning
ReplyDeletethe new shop floor management seems very similar to the modern concept of daily management, or managing for daily improvement (MDI). Are they the same?
ReplyDelete