Sakamoto Beyond World-Class Productivity

Industrial Engineering Practice and Theory
1. Auflage 2010
ISBN: 978-1-84996-269-8
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 231 Seiten

From the automotive industry to the semiconductor industry, manufacturers are suffering from an overabundance of automation methods that they cannot fully comprehend or afford, and glamorous leadership techniques that are simply not sustainable. In this respect, management has lost its way. Beyond World-Class Productivity shows why a return to traditional tools and the power of people can help companies meet today's challenges in the manufacturing sector. Beyond World-Class Productivity gives readers a balance of essential information, theory and case studies. Readers can expect to gain new insights into engineering approaches to productivity, profitability and real or non-real gain, including: • useful tools for industrial engineering • effectiveness in unit labor costs; • feasibility studies • work simplification; and • developing mind innovation. Practical examples and their accompanying commentary come from the author's 40 years of real-world experience on the shop floor and in the boardroom. Figures are also provided to illustrate actual productivity results from real companies. Both managers and engineers can appreciate Beyond World-Class Productivity as an enlightening guide to the improvement of productivity and profitability within the manufacturing sector.

Shigeyasu Sakamoto is a management consultant in productivity improvement and president of Productivity Partner Incorporation. Before his current appointment, Dr Sakamoto was vice president of Maynard MEC AB (Sweden) and vice president of JMAC (Japan). Dr Sakamoto is a Fellow at the World Academy of Productivity Science. He received his doctorate degree of policy science from the Graduate School of Doshisha University in Japan and is certified as a P.E. by the Japanese government. He is also certified as an industrial engineer by the European Institute of Industrial Engineers, an MTM instructor by the International MTM Directorate (IMD), and a MOST instructor by Maynard Management Institute. He worked for the IMD as the technical coordinator responsible for developing a new system of MTM. Dr Sakamoto is a senior member of the Institute of Industrial Engineers. He is also a Work Factor and Mento Factor Instructor for WOFAC Corporation. Dr. Sakamoto has published many books and papers in English and Japanese regarding productivity, industrial engineering and work measurement. Recently, he explored the subject of company dignity through experiences as management consultant of productivity. Dr. Sakamoto insists that the fundamentals for a higher level of Syakaku* are only achieveable through a higher level of profitability based on a higher level of productivity.
*Shakaku is company dignity; that is, intentional management of the compatibility of social and economical items, and reconsideration of wealth or welfare.

Autoren/Hrsg.

Sakamoto, Shigeyasu

Inhaltsverzeichnis

1;Preface;6
2;Acknowledgements;9
3;About the Author;11
4;Contents;13
5;Abbreviations;18
6;Part I - Strategy for Improving Profitability and Productivity;20
6.1;Chapter 1 - Changing Strategy for Productivity and Profitability Activity;21
6.1.1;1.1 Is Japanese Productivity Really High in World Competition?;21
6.1.2;1.2 Constantly Declining Profit Margins;23
6.1.3;1.3 Potential for Major Profitability Increases;25
6.1.4;1.4 Enhancing Corporate Dignity Rather than Economic Growth;28
6.1.4.1;1.4.1 Changing from Growth to Maturity;29
6.1.4.2;1.4.2 Estrangement Results Between Welfare and Gross National Product;30
6.1.4.3;1.4.3 One Crucial Assignment of Productivity;30
6.1.4.4;1.4.4 Company Dignity Should Be Enhanced;31
6.1.5;1.5 Strategy for Manufacturing;32
6.1.6;1.6 Case Studies: Successful Companies in Productivity;33
6.1.6.1;1.6.1 Productivity;33
6.1.6.2;1.6.2 Profitability;36
6.1.6.3;1.6.3 Effectiveness in Unit Labor Costs;38
6.1.7;References;40
6.2;Chapter 2 - Systematic Approach for Manufacturing Strategy;41
6.2.1;2.1 Seven Losses Regarding Productivity and Profitability;41
6.2.2;2.2 Feasibility Study of Productivity Improvement;42
6.2.2.1;2.2.1 Difference Diagnosis and Different Results;42
6.2.2.2;2.2.2 Symptoms and Background;45
6.2.2.3;2.2.3 Points of Feasibility Study Practice;46
6.2.2.3.1;2.2.3.1 Objective Diagnosis;46
6.2.2.3.2;2.2.3.2 Quantitative Analysis Based on Theory;47
6.2.2.3.3;2.2.3.3 Extensive Diagnosis;47
6.2.2.4;2.2.4 Practice of Feasibility Study;48
6.2.2.5;2.2.5 Sensitivity Analysis of Profitability;50
6.2.3;2.3 Four Levels of Manufacturing Strategy;52
6.2.3.1;2.3.1 The First Level: Recognizing Poor Levels and Conquering Them;52
6.2.3.2;2.3.3 The Third Level: Preparing an Auditing System for Production;53
6.2.3.3;2.3.4 The Fourth Level: Accomplishing WCM;54
6.2.4;References;55
6.3;Chapter 3 - General Meaning of Engineering As It Relates to Management;56
6.3.1;3.1 Definition of Engineering;56
6.3.2;3.2 Management and Management Engineering;57
6.3.2.1;3.2.1 Management Should Always Include Measurement;58
6.3.2.2;3.2.2 How Much Productivity Improvement Is Expected?;59
6.3.2.3;3.2.3 Methods Improvement Based on Engineering Approach;59
6.3.3;3.3 Industrial Engineering and Productivity;60
6.3.4;3.4 Necessity of Facts (Work Measurement);62
6.3.5;References;62
7;Part II - Theory of Productivity;63
7.1;Chapter 4 - Definition of Productivity/Requirements for Improving It;64
7.1.1;4.1 What Is Productivity?;64
7.1.2;4.2 Purpose of Productivity Improvement;67
7.1.3;4.3 Different Approaches Lead to Different Results;69
7.1.3.1;4.3.1 Input Reduction First;69
7.1.3.2;4.3.2 Engineering Approach for Productivity;71
7.1.3.3;4.3.3 Three Levels of Improvement;72
7.1.3.3.1;4.3.3.1 Work Simplification;74
7.1.3.3.2;4.3.3.2 Methods Engineering/Improvement;75
7.1.3.3.3;4.3.3.3 Innovation;76
7.1.4;References;79
8;Part III - Outline of the Engineering Approach to Productivity;80
8.1;Chapter 5 - Three Dimensions of Productivity;81
8.1.1;5.1 Points of Successful Productivity;81
8.1.2;5.2 Relationship of M, P, and U to Standard Time;82
8.1.2.1;5.2.1 Dimension of Methods;83
8.1.2.2;5.2.2 Dimension of Performance;85
8.1.2.3;5.2.3 Dimension of Utilization;87
8.1.3;5.3 Methods and Performance Meaning with Standard Time;90
8.1.4;5.4 Meaning of Standard Time on the Productivity Dimension;92
8.1.5;References;94
8.2;Chapter 6 - Methods Design Concept;95
8.2.1;6.1 Application Results;95
8.2.1.1;6.1.1 Improvement of Workers Number;95
8.2.1.2;6.1.2 Improvement of Set-up Operations;97
8.2.1.3;6.1.3 Sequence Analysis for Mechanized Machine;98
8.2.2;6.2 Fundamental Points of MDC;100
8.2.2.1;6.2.1 Disregard or Leave Behind Current Methods;100
8.2.2.2;6.2.2 Functional Analyses with Output Definition;101
8.2.2.3;6.2.3 New Ideas Through Creative or Innovative Thinking;101
8.2.2.4;6.2.4 Faithful Reflection of Management Requirements or Policy;101
8.2.2.5;6.2.5 Target/Kaizenshiro Oriented Design;101
8.2.3;6.3 Features of MDC;101
8.2.3.1;6.3.1 What Is the Objective of Applying MDC?;101
8.2.3.2;6.3.2 Designing New Methods with an Engineering Approach;102
8.2.3.3;6.3.3 Focusing Function of Work Contents;103
8.2.3.4;6.3.4 New Methods Are Easy to Implement;106
8.2.3.5;6.3.5 Design Company Owns Original Methods;106
8.2.4;6.4 Areas of Design;107
8.2.4.1;6.4.1 Manufacturing Methods;107
8.2.4.2;6.4.2 Manufacturing Systems;107
8.2.4.3;6.4.3 Management Systems;108
8.2.5;6.5 Development Steps of MDC;109
8.2.5.1;6.5.1 Freedom from Three Restrictions – What is the Real Reason?;122
8.2.5.2;6.5.2 Discarding Fictitious Restrictions;123
8.2.5.3;6.5.3 Separate to Find a Solution;124
8.2.5.4;6.5.4 Successful Brainstorming;125
8.2.5.5;6.5.5 Limited Hours of Brainstorming/Three Rounds;125
8.2.5.6;6.5.6 Two Stages for Identifying Ideas;126
8.2.5.7;6.5.7 Reasonable Theme Setting;126
8.2.5.8;6.5.8 Demand 100 Ideas;126
8.2.5.9;6.5.9 Aid for Finding Ideas;127
8.2.6;References;134
8.3;Chapter 7 - Work Measurement;135
8.3.1;7.1 Standard Time;135
8.3.1.1;7.1.1 Definition of Standard Time;135
8.3.1.2;7.1.2 Why Standard Time Is Effective?;137
8.3.1.3;7.1.3 Two Standards of Working Pace;137
8.3.1.4;7.1.4 How to Set Standard Time, Measuring Methods?;143
8.3.1.5;7.1.5 Crucial Steps for Setting Basic Time;147
8.3.1.5.1;7.1.5.1 For Manual Work;147
8.3.1.5.2;7.1.5.2 Multi-person Machine;153
8.3.1.5.3;7.1.5.3 For Mechanized Process Time;154
8.3.1.6;7.1.6 Maintaining Standard Methods and Time;155
8.3.1.6.1;7.1.6.1 Convenient Tools for Setting Standard Time;155
8.3.1.6.2;7.1.6.2 Revising Standard Time;156
8.3.1.6.3;7.1.6.3 Auditing Standard Time;157
8.3.2;7.2 Allowances;158
8.3.3;7.3 Performance Control;158
8.3.3.1;7.3.1 Cases of Improved Performance;158
8.3.3.2;7.3.2 Three Control Systems for Shop Floors;160
8.3.3.3;7.3.3 Why Performance Improved?;160
8.3.3.3.1;7.3.3.1 Management Fails to Manage Worker-Responsible Losses;160
8.3.3.3.2;7.3.3.2 Three Intensive Promotion Stages Are Set;161
8.3.3.3.3;7.3.3.3 Reasons to Lower Performance;166
8.3.3.3.4;7.3.3.4 FMs Control Their Shop with Precision;167
8.3.3.3.5;7.3.3.5 Mixing of Responsibility of Workers and Foremen;168
8.3.3.4;7.3.4 Keys to a Successful Performance Improvement;168
8.3.3.4.1;7.3.4.1 Special Organized Support Activity as Intensive Promotion;168
8.3.3.4.2;7.3.4.2 Reinforcement of the FM;169
8.3.3.4.3;7.3.4.3 Useful Performance Report;170
8.3.3.4.4;7.3.4.4 Report Meeting;171
8.3.4;References;172
8.4;Chapter 8 - White-collar Productivity;174
8.4.1;8.1 Managing Office Productivity: a Tool for White-collar Work;174
8.4.2;8.2 Feasibility Study for Office Productivity;175
8.4.3;8.3 Methods of Managing Office Productivity Outline;176
8.4.4;Reference;179
9;Part IV - Monitoring Productivity;180
9.1;Chapter 9 - MBM: Measurement/Monitoring-based Management;181
9.1.1;9.1 Monthly Productivity Reports;181
9.1.2;9.2 Two Measures of Office Productivity;185
9.1.3;Reference;186
10;Part V - Keys to Success for Improved Management;187
10.1;Chapter 10 - Changing for Productivity;188
10.1.1;10.1 Creation of New Methods in MDC;188
10.1.1.1;10.1.1 Manning Number Depends on Production Rate;188
10.1.1.2;10.1.2 “What You Can Do” vs. “What You Should Do”;190
10.1.1.3;10.1.3 A New Standard vs. New Practice;190
10.1.1.4;10.1.4 MDC Practice Is Not an Objective;191
10.1.1.5;10.1.5 The Importance of Performance Control: Practical Hints;191
10.1.2;10.2 Developing an Innovation-Minded View of Organization with Performance Control;192
10.1.3;10.3 Designing Systems for Success;194
10.1.3.1;10.3.1 Top-down Activities;194
10.1.3.2;10.3.2 Design Approach;197
10.1.3.3;10.3.3 Full-time Project Teams;198
10.1.3.4;10.3.4 A Key Person Is the Project Leader;199
11;Appendix;201
11.1;A.1 Sequential Activity and Methods Analysis (SAM);201
11.1.1;A.1.1 Introduction to the SAM System;201
11.1.2;A.1.2 Supplementary Activities;202
11.1.3;A.1.3 SAM Symbols for the Supplementary Activities;203
11.1.4;A.1.4 Repetitive Activities;203
11.1.5;A.1.5 The SAM System Analysis Form;204
11.1.6;A.1.6 Theoretical Balance Time for the SAM System;204
11.1.7;A.1.7 SAM System Activities;205
11.1.8;A.1.8 Repetitive Activities;211
11.2;A.2 MTM-1 Data Cards;218
11.3;A.3 MTM-2 Data Card;221
11.4;A.4 Motion Economy;223
11.4.1;A.4.1 Principles of Motion Economy as Related to Use of the Human Body;223
11.4.2;A.4.2 Principles of Motion Economy as Related to Use of the Work Place;223
11.4.3;A.4.3 Principles of Motion Economy as Related to the Design of Tools and Equipment;224
11.5;A.5 Work Sampling;224
11.5.1;A.5.1 Calculation of Sampling Sizes;225
11.6;A.6 25% Selection;227
11.7;References;228
12;Bibliography;229
13;Index;231