Monday, February 20, 2017

The New Shop Floor Management - Kiyoshi Suzaki - Summary

Shop Management by F.W. Taylor - The starting treatise on shop floor management

The New Shop Floor Management - Kiyoshi Suzaki - Published in 1993

100 years of evolution of shop management thought


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

Google Books Shop Floor Management

Chapter 1  A Vision of  New Shop Floor Management

Controlling the Process

Control requires feedback system

Productivity = Performance in QCDSM/ Man + Macine + 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

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





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

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