On-site improvements: low-cost management methods [day] members of the shinichi sakai group: date of report by wang shun, fang xiaoqin, shanghai university school of management: 3 june 2004
Our thinking about the content of the author's book sums up the post-read
Our thinking on the author's graduation from the university of tokyo in the 1950s, who was currently chairman of the cambridge business management staff at the japan productivity centre
What is an improvement in our thinking about the underlying concept of the author's main content? An enterprise business concept for continuous improvement of working methods and staff efficiency, a common sense and low-cost approach to improvement that is less risky than innovation, emphasizes that the pace at which the goal improvement is to be achieved through staff effort, morale, communication, training, team, participation and self-regulation is a small step, a ladder, but with significant dramatic results over time4
Our thinking on the main conceptual process leading to the improvement of the underlying concept of the author's main content follows the pdca/sdca cycle of the next process: customer quality of data speech first sdca: standardized and implemented verification disposal standardization and stabilization of existing process pdca: program execution verification disposal to improve process standards5
What is the very concept of the author's main content in our thinking? Places where profits are generated directly from the production of products or from where they are made are often ignored by management to improve the management of workplaces in the field by means of common sense, low-cost methods - - places where value is added6
Our thinking of the author's essential concept of the live house, which takes place daily in the field, can be divided into two main categories: “maintenance” and “improvement”. Field managers do one of these things, and quality, money and maturity (qcds) are the fruits. House of the scene: a bird view depicting qcd activity at the scene
Our thinking about how the author's essential concept of a live house manages the quality, the money and the quality of the delivery of the site: not just the quality of the “results quality” site - using statistical quality control tools (sqc) on the ground, where the money is lower — eliminating over-exploited resource delivery — the jit method of production, when clients demand better qcds, must emphasize the right priorities of quality first in order to achieve these three objectives. Resist the temptation to cut quality in order to reduce costs! And don't sacrifice quality for delivery! 8
Our thinking of standardization of the on-site house of the author's underlying concept of the main content is on-site, and standardization refers to the conversion of the technical and engineering conditions imposed by the engineer into the operational standards required daily by the operator. Maintenance and improvement of standards - sdca and pdca9
Our thinking about the author's main content, fundamental concept site house 5s: five steps to maintain the plant's environment in five steps, in japanese, as follows: 1. Seiri distinguishes between what is needed and what is not needed on the ground. And get rid of the latter. 2. The rectification (seton) will sort out what is needed and make it an orderly state. 3. Cleaning (seiso) keeps the machinery and working environment clean. 4. Clean (seiketou) extends the concept of cleanness to itself and implements the three above-mentioned steps on an ongoing basis. 5. In a targeted way, shitsuke has not established self-regulation and habits of 5s. 10
Our thinking about the author's fundamental concept of the site eliminates muda muda: waste in japanese. Nothing, nothing, nothing, anything that gives added value is called muda. Moderate of muda: over-manufacturing, inventory, poor repair, movement, processing, waiting, removal to eliminate muda and good plant environmental maintenance are usually implemented together. It will completely eliminate the muda plant and will also show a high standard of 5s. Eleven
Our thinking about the very roots of the author's underlying concept of the live house should not give too much theoretical instruction, but rather give field workers the opportunity to practice and practice, to actually use their brain-learning organizations to set up self-regulatory proposal systems and quality circles focused on the cornerstones of managing the live house with active and positive staff participation and morale-enhanced benefits
Our thinking of other issues related to the improvement of the live house of the author's underlying concept of the main content, depending on the goal of managing visual management so that the problem can be seen to have direct access to the site on the spot so that the improved goal can be clear of the managed 5m manpower machine machine method methods material survey 13
Our thinking is about the challenge case of managing the most accurate quality assurance production line certificate for the management of information input of jit production methods by other problem site supervisors who have improved at the site of the site where the author's main concept is based: benefits of the expansion of jit by toyota aztra motors to other industries: timeline models 14
Our thinking about the other questions about the improvement of the site of the house on the basis of the author's basic concept of the main content of the author's home has come to the scene: two days of targeted site meetings to discuss options to improve the presentation of changes at the site and to close the conference, on the second day of the first day of the conference, in order not to interfere with productive activities, it will normally be possible to use off-duty time to work on improvements in the distribution of production lines to improve the inspection forms and improve the on-site improvements of the staff committee 15
The introduction to the authors ' main content points summarizes the improvement of the two core values as a continuous improvement, not as a quick-forward exercise, nor as a high-risk innovation with hair-trigger effects; the site is a place, not an impulse to rush. Today, western enterprises are heavily applying this japanese on-site improvement, demonstrating their acceptance of the value concept of the heavy process. Focusing on people-centred improvements requires everyone in the enterprise to enter, discover, discuss, solve problems, learn from one another and become a learning organization. The book can be used at all levels of the enterprise: managers, engineers, supervisors and front-line workers. 16
The idea behind the presentation of the authors ' main points of view is in fact an unlimited breakdown of production from time and space and its integration in organic systemic terms, which is the full-scale management of the scientific spirit. It is this scientific spirit that has brought production to its ultimate end. Standardization has enabled improvements to be institutionalized and business rules to be as stable. Three fundamental environmental standards to eliminate muda17
The idea that the author's main point of view is to see improvements in life, working methods, socialization or family life as the essence of japanese management can be achieved through continuous “improvement” as the basis of various forms of japanese management, such as comprehensive quality control, proposal proposal systems, quality circles, lifelong employment, etc
The difference between the ideas of “innovation” and “improvement” of the authors' summary of their main points of view, arising from the differences between east and west cultures and innovation, has many advantages: low-cost, low-risk, low-level reliance on technology and a pragmatic approach that must be respectful of others
Thank you to the teacher and all your classmates! Panellists: masters of the school of management of the university of transport, hoang xiaojun luang, university of shanghai, 2003
