New Shop Floor Management: Empowering People for Continuous ImprovementSimon and Schuster, 28 feb 1993 - 462 páginas 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. |
Índice
Traditional and Progressive Organizations | |
Summary | |
Clarifying the Flow of Work | |
Practicing Problem Solving as a Team | |
Having Pride in Our Work | |
Phrases Managers Should Not | |
Qualification of Leaders | |
Developing the Rhythm of PDCA | |
Organizing Our Work Station | |
Business Planning for SelfManagement | |
Coordinating the Business Plan Development Process | |
Developing Customer Orientation Throughout the Company | |
The Meaning of Mission | |
Summary | |
Defining the Games We Play | |
Standards Represent an Organizations Capabilities | |
Growing with the Organization | |
Instructing People to Conduct the JobJob Training | |
Challenging People to Overcome Hurdles | |
Learning Skills to Enrich Our Career | |
Summary | |
Basic Steps of Problem Solving | |
Learning from the Business Planning Process | |
Coordinating Approaches for Continuous Improvement | |
The Audit Process | |
Finding the Treasures of the Company | |
WHERE DO WE GO FROM HERE? | |
The Facilitators Role | |
1 Checklist for Assuring the Basics of JustInTime Production | |
4 Continuous Improvement Study Group Activities | |
Otras ediciones - Ver todo
New Shop Floor Management: Empowering People for Continuous Improvement Kiyoshi Suzaki No hay ninguna vista previa disponible - 2010 |
New Shop Floor Management: Empowering People for Continuous Improvement Kiyoshi Suzaki No hay ninguna vista previa disponible - 1993 |
New Shop Floor Management: Empowering People for Continuous Improvement Kiyoshi Suzaki No hay ninguna vista previa disponible - 1993 |
Términos y frases comunes
able accomplish achieve action activities approaches appropriate award become benefits better Chapter chart clear communication company’s concerns conduct continuous improvement contribute control points creativity customers described develop direction discuss Display effectively employees environment example Exhibit experience floor management goals ideas identify implement important indicate individual involved look machine major Manufacturing material means meeting mini-company mission move Note objectives operation organization orientation ourselves PDCA cycle people’s performance person points practice presentation president problem-solving problems procedures production progress questions relationship represents requires responsibility safety share shows situation skills solving standards steps success suggestions supervisor suppliers things top management traditional understand utilize values vision