Back Cover

You're a thirteen-year-old-boy on the run.A massive, man-eating dinosaur is after you.Evil scientists want you both dead.There's only one way out. You and the monster have to work together . . . It sounds like the set-up for an incredible new video game. But for Adam, gaming fan and ordinary guy, it's real life. And if Adam can't sort it out, it's GAME OVER. For good.'A terrific thriller that . . . fans of Anthony Horowitz will love . . . a romping read, with an original twist and lots of suspense' The Times

Author Biography

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).

Table of Contents

CONTENTS Preface Introduction Revisiting Our Shop Floor Beyond Taylorism Making People Before Making Products Addressing the Individual's Needs Genba-Oriented Thinking (Three Reals) Developing a Genba-Oriented Mind Learning from the Genba Experience Transforming an Organization Using Everybody's Creative Power Chapter 1. DEVELOPING A VISION OF SHOP FLOOR EXCELLENCE Sailing in Today's Business Environment Changing Environment -- Past vs. Future Our Vision Creating an Organization with Self-Managed People Ownership at the Source Looking at Ourselves Straight in the Mirror Achieving Excellence in Shop Floor Management (SFM) Controlling the Process Traditional and Progressive Organizations Developing a Progressive Organization What We Should Work On Where Do We Stand Now The Change Process Changing Our Destiny Clarifying Our Vision and Mission Summary Chapter 2. DEVELOPING A CUSTOMER-ORIENTED ORGANIZATION The Customer-Supplier Relationship in Our Society Listening to the Voice of Customers What Is a Customer-Oriented Organization? Understanding the Customer-Supplier Relationship Moving from Local Optimization to Total Optimization Working on Our Mindset Developing the Nervous System in Our Organization Clarifying the Flow of Work Customer Orientation in a Centrally Planned Economy Understanding Customers' Minds -- Putting Ourselves in Their Shoes Criteria for Customer Satisfaction Addressing Customers' Needs Developing Customer Orientation Throughout the Company Expanding the Concept of the Customer-Supplier Relationship Summary Chapter 3. ESTABLISHING A COMPANY WITHIN A COMPANY The Customer-Supplier Relationship Between Boss and Subordinates The People-Oriented Organization: Making People Before Making Products The Mini-Company Concept Running Your Own Mini-Company The Front Line Supervisor as President of a Mini-Company Understanding the Framework of Mini-Companies The Meaning of Mission Developing a Mission for Mini-Companies Benefits of Mini-Companies Glass Wall Management Even a Stranger Should Understand Our Shop Floor Activities: A Stranger Theory Changing Roles and Responsibilities Summary Chapter 4. INVOLVING EVERYBODY IN THE PROCESS OF CONTINUOUS IMPROVEMENT Survival of the Fittest Addressing the Organization's Needs Key Points for Organizational Innovation Setting up a Scoreboard: Defining the Games We Play Diagnostic Tools for Monitoring the Organization's Health Signs of Shop Floor Excellence Process of Continuous Improvement Improvement and Standardization Practicing Standards Standards Represent an Organization's Capabilities Use of Standard Operating Procedure to Control the Point of Action Developing Standard Operating Procedures Maintaining Standards with Everybody Involved: A Wooden Pail Theory Guiding Improvement Activity from the Top Communicating the Basics of the Mini-Company Summary Chapter 5. UPGRADING EVERYBODY'S SKILLS Matching Skills to the Needs of the Organization Skills for Self-Management Upgrading Our Skills Growing with the Organization Putting Intelligence on the Shop Floor The Role of Managers and Support People Working on Important Jobs One Step at a Time Instructing People to Conduct the Job -- Job Training Encouraging People to Upgrade Their Skills Keeping Our Minds Open Mental Attitude Toward Continuous Improvement A Case of an Operator's Idea Challenging People to Overcome Hurdles Summary Chapter 6. ACQUIRING PROBLEM-SOLVING SKILLS Acquiring Willpower for Self-Improvement Using Everybody's Creativity Having Fun with "Show and Tell" Necessary Mental Attitudes for Active Problem Solving Identifying Problems Tools of Problem Solving Learning Skills to Enrich Our Career Developing the Habit of Mutual Learning Tools to Expose Problems Summary Chapter 7. PRACTICING PROBLEM-SOLVING SKILLS Relentless Pursuit of Improvement Clarifying Approaches for Problem-Solving Activities Basic Steps of Problem Solving A Case of Continuous Improvement -- "My Fingers Hurt" Effective Use of Suggestion Programs Effective Use of Team Improvement Activities Developing a Team-Oriented Environment Practicing Problem Solving as a Team Intercompany Exchange Program Managing the Improvement Process with PDCA Summary Chapter 8. LEADING PEOPLE FOR CONTINUOUS IMPROVEMENT Managers as Leaders: Employees as Customers Leadership Is Situational A Desire for Self-Improvement Makes Things Happen Guiding Improvement Activities Having Pride in Our Work Sharing Successes Improving Communication at the Shop Floor Communication with Visual Aids Recognition and Rewards Letting People Grow with the Company Phrases Managers Should Not Use Qualification of Leaders Providing Positive Reinforcement to Change Our Behavior Summary Chapter 9. MANAGING SHOP FLOOR IMPROVEMENT ACTIVITIES Goal Setting Benchmarking Management Cycle Developing the Rhythm of PDCA Managing Time on the Shop Floor Managing Improvement Activities with Control Points Organizing Our Mini-Company Meeting Area Organizing Our Work Station Learning to Use Control Points Developing the Network of Control Points Developing Documentation and Presentation Skills Reviewing the Progress of Improvement Activities Summary Chapter 10. TYING SHOP FLOOR MANAGEMENT TO THE TOTAL COMPANY BUSINESS Company-Wide Planning Business Planning for Self-Management Developing a Mini-Company Business Plan Coordinating the Business Plan Development Process Executing the Business Plan Sharing the Progress Summarizing the Progress in an Annual Report Learning from the Business Planning Process Tying Business Plan with the Budget Policy Management (Management of the Company's Strategic Direction) Cross-Functional Management Coordinating Approaches for Continuous Improvement Summary Chapter 11. LOOKING AT OURSELVES IN THE MIRROR Tying Things Together Evaluating the Level of Shop Floor Management The Presidential Audit The Audit Process Learning from a Presidential Audit Learning to Conduct an Effective Presidential Audit The External Audit Award and Reward Systems Finding the Treasures of the Company Summary Chapter 12. WHERE DO WE GO FROM HERE? From a Fragile to a Robust System Exposing Problems Before It's Too Late Achieving a Critical Mass Ideas for Implementation Implementing Shop Floor Management Company-Wide Making It Work The Facilitator's Role Mapping Out the Implementation Process Questions and Answers on Implementation Shop Floor Management in Perspective Benefits of Shop Floor Management Where Do We Go from Here? Dew and Moon Training Our Minds in a Turbulent World Summary APPENDICES Appendix 1.1 Employee Survey Appendix 2.1 Customer Survey Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities Appendix 3.2 Developing a Misson Statement Appendix 4.1 Checklist for Assuring the Basics of Just-In-Time Production Appendix 4.2 Basics of Standard Operating Procedure (SOP) Appendix 5.1 Job Training Appendix 6.1 Eliminating Human Errors (Poka-Yoke) Appendix 6.2 Problem-Solving Tools Appendix 6.3 Checklist for Idea Generation Appendix 7.1 Advice on Suggestion Program Appendix 7.2 Building an Effective Team Appendix 7.3 Checklist to Evaluate the Key Steps of Team-Oriented Problem-Solving Activities Appendix 7.4 Continuous Improvement Study Group Activities Appendix 8.1 Effective Use of Visual Aids Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities Appendix 11.1 Shop Floor Tour Checklist Appendix 12.1 Voices of People Who Are Engaged in the New Shop Floor Management Epilogue: Withstanding the Rain Bibliography Acknowledgments Index

Review

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.
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.
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."
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.
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.
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.
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.
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.

Review Text

Well targeted at the Jacqueline Wilson/Cathy Cassidy market with strong, believable characters.

Review Quote

L.W. McDonoughSenior 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.

Excerpt from Book

Chapter 1 DEVELOPING A VISION OF SHOP FLOOR EXCELLENCE In this chapter, we will try to understand the characteristics of today''s business environment which have a significant impact on all of us. Then we will address the need to transform our organization to meet new challenges. And last, we will address the change processes we must each go through to prepare ourselves for the future. SAILING IN TODAY''S BUSINESS ENVIRONMENT Today''s world is filled with change and uncertainty. As compared to even a decade ago, products or services become obsolete much more quickly. More and more new technologies and new companies emerge, and those that cannot cope with change often find their very existence threatened. In spite of the fact that better products and services make our lives more convenient, a quickly changing business environment can threaten our companies and our jobs. This in turn may affect our relationships with co-workers, family, friends, and many others. In fact, changes happening in the business world may have a traumatic impact if they result in sudden layoffs or bankruptcy. If we are foresighted and prepared, however, these changes can provide increased opportunities for utilizing our potential. Instead of riding in stormy seas, we can alter our course and find a clear path through them. To this point, someone once said, "Even if we cannot change the direction of wind, we can trim our sails to get where we want to go." In keeping with this idea, the purpose of this book is to prepare ourselves for such turbulent times by developing skills to manage the situation better and explore a better work life. CHANGING ENVIRONMENT -- PAST VS. FUTURE To begin with, let us study the environment in which we live. Exhibit 1.2 summarizes our changing environment, comparing the past to the future and listing major reasons for such changes. Of course, specific situations may differ from this table. Yet, if we look around us, we may find some interesting trends. Turning our eyes to the international scene, for example, as more countries join the Western world from the old Eastern bloc and developing nations, more and more people will participate in the free market, free trade, and free information exchange of our society. These people then become new members of our global society as suppliers of labor and brainpower as well as beneficiaries of goods, services, and knowledge. Opening this gate is similar to conducting a brainstorming exercise on a global scale, with more people exchanging their ideas and values, and utilizing their collective wisdom. We may at times find this situation chaotic because of its massive impact on our political, social, and economic systems. As more people travel, watch TV, read, and exchange ideas, the process of change seems to take its own course. So, even if the environment we live in seems chaotic, if we find more people contributing their talent as well as gaining benefits, such an environment is in fact, desirable. We should also note that this globalization of business activities follows the free market system of using everybody''s ideas and values. If we understand this point, the strains caused by these changes may be better understood. Yet, as democracy requires everyone to contribute ideas and values to the whole, as opposed to blindly following someone who happens to be in a position of leadership, each of us should seek the answer for ourselves. In other words, collectively, we are the reason for the change. And at the same time, therefore, it is up to us to become either a beneficiary or a victim of such changes. OUR VISION History has shown us that many factors influence progress. Clearly, creativity in overcoming hurdles seems to be one major factor. Further, when creativity is tied with survival or prosperity, we find ourselves even more driven. Now, if we look back on our personal experiences, we may find that our vision and actions have changed over time as well. By assessing these changes further, we may see if we are deepening our understanding as to what is important in our (work)life and how creative we have been to grow continuously. The organization as a whole may also go through a similar process. So, we might ask: (1) Is our organization growing to meet new challenges? and (2) Are we moving forward to create our own future? In order to respond to these questions, we need to consider many factors, such as intensified competition, changes in management or unions, shifts in customers'' taste, changes in working relationships with peers, guidance from leaders, level of accomplishments, or new insights gained from newspapers, TV, and the like. Since vision is something individuals or groups of people within the organization create, each of us should examine how these factors might impact our collective vision. Then we may further ask ourselves: (1) Is our vision changing in a positive direction or negative direction?, and (2) What can we do about it? CREATING AN ORGANIZATION WITH SELF-MANAGED PEOPLE Of course, if we move to a remote mountaintop and live as hermits, we might find a different solution to our question. Yet, most of us find ourselves in an environment where change is the norm. Therefore, we need to develop self-management skills so that we can sit in the driver''s seat and chart our own course into the future. To do this, however, each of us needs to: * Understand our business environment better * Be more alert to forthcoming changes * Share and utilize information effectively * Take initiative to continuously improve our skills and position If we use sailing as an analogy again, this situation is similar to sailing in a stormy sea (Exhibit 1.3). Unpredictable waves, wind, and rain may make it most difficult to steer the boat and get to where we want to go. We must have good knowledge of our environment, read the forthcoming changes, share information well among our crew members, and continuously upgrade the skills of the crew. Like today''s business environment, there is not much room for misjudgment. If we consider that this sea of change in our society is the result of good intentions, such as a free exchange of information, a free market economy, better utilization of people''s talent, and so on, and we see that we ourselves are the cause of the changes as well as the ones impacted, then we should be able to find ways to steer the boat to get where we want to go, by practicing the same principles. To do this well, however, we need to be self-motivated, self-thinking, and self-controlled. In other words, we need to be self-managed. Whether we work in an organization or not, and regardless of our title or rank, each of us should accomplish a certain mission as a part of our job. OWNERSHIP AT THE SOURCE In contrast to a military- or power-based society, what we see now when we look around is that people''s individual abilities are becoming the major driving force of these mass changes in society. As more information is made available, more people''s talents are utilized, and the free market economy provides greater opportunity for more people. This allows more people to excel than before. Within this self-induced chaos, we find an opportunity-filled world for those willing to test their potential. While increased self-management skills will give individuals closer control over their destiny, they also provide major benefits for the company and the society, as summarized below: Addressing problems at the source. Even if there are capable people who can solve our problems at the top of the organization, there would certainly be limits as to how much information could be absorbed by them as well as how fast it could be converted to action. If instead people can solve problems at the source, additional resources, such as support staff or extra layers of management will be unnecessary. Also, addressing problems at the source saves a precious resource -- time. Serving the customer better. As we solve problems, we can better control the process so that we can continuously serve our customers better. Here, the customer is the person in the next process, not only the end user of the product or service. Since each person on the shop floor is adding value to the process, total customer satisfaction, or total quality control of all company processes is only achieved when everyone in the organization is involved in addressing the problems at the source and maintaining good standards. Developing highly motivated people. Self-management puts people''s destiny more in their own hands. It will give them increased responsibility and allow them to utilize higher-level skills. By applying creativity to solving problems, people will develop greater pride and confidence in their abilities. In other words, companies can prosper by unleashing the potential of highly motivated people as they grow with the company. LOOKING OURSELVES STRAIGHT IN THE MIRROR We know that without ownership of what we do, it is hard to accomplish things and have pride in ourselves. Also, without ownership, we may simply find ourselves drifting as the business situation changes. However, as we also know, looking at ourselves in the mirror and reviewing our progress is not easy when we are too busy with day-to-day activities, or even consciously trying to avoid facing the issues. We may be living in the past and trying to ignore new competitive threats. Similarly, because of the way things have been d

Details