Saturday, December 7, 2013

Modern Approaches to Manufacturing Improvement: The Shingo System - Book Information

Modern Approaches to Manufacturing Improvement: The Shingo System
Shigeo Shingō
Productivity Press, 01-Apr-1990 - Business & Economics - 399 pages

Selection from Shingo's Books
Alan Robinson

Here's the quickest and most inexpensive way to learn about the pioneering work of Shigeo Shingo, co-creator (with Taiichi Ohno) of just-in-time. It's an introductory book containing excerpts of five of his classic books as well as an excellent introduction by Professor Robinson.

Table of Contents
Publisher's Foreword
1. Editor's Introduction: Shigeo Shingo's Contributions to Manufacturing
2. Author's Introduction: Fundamental Flaws in European and American Production Philosophies

SECTION ONE: Improvement
3. Basic Concepts for Improving Production System
4. Stage One: Problem Identification
5. Stage Two: Basic Approaches to Improvement
(I) Understand the Status Quo
6. Basic Approaches to Improvement
(II) The Pursuit of Goals
7. Basic Approaches to Improvement
(III) Better Means
8. Stage Three: Making Plans for Improvement
9. Stage Four: Translating Improvement Plans into Reality
10. Understanding and Conviction
11. The Force of Habit

SECTION TWO: Zero Quality Control: Source Inspection and the Poka-Yoke System
12. Inspections
13. Approaching the Zero QC Method
14. More on Inspection Systems
15. Using Poka-Yoke Systems

SECTION THREE: A Revolution in Manufacturing: The SMED System
16. Introduction to SMED
17. Setup Operations in the Past
18. Fundamentals of SMED
19. Techniques for Applying SMED
20. Applying SMED to Internal Operations
21. Basic Examples of SMED
22. Effects of SMED

Difference Between Japanese and American Approaches to Production Systems, Management and Industrial Engineering

1. Japanese companies are more active about process improvement and simplification than their western counterparts.

2. The Japanese have a more enlightened approach to employees.

3. The Japanese appreciate the power of continuous improvement.

4. Japanese companies have better understanding of pervasiveness of invisible waste and how to eliminate it?

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