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.
Industry Reviews
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.
