The Sayings of Shigeo Shingo : Key Strategies for Plant Improvement

Foreword v Introduction xv 1 A Scientific Thinking Mechanism for Improvement 3 The Relationship Between STM and Techniques for Rationalizing Production 3 Analytic and Quantitative Methods for Assessing the Status Quo Methods That Provide Clear Objectives and Motivate People Methods for Setting Standards Rationally Rationalization of Means 2 Preliminary Stage: Basic Ways of Thinking 11 Categorical Principles 11 There Are Many Categorical Principles in the World Phenomena Can Be Classified either Continuously or by Opposition Avoid Intersecting Divisions Four Relationships Among Things 13 There are Only Four Relationships Among Things Objects Are Either Concrete or Abstract Analytical Ways of Seeing and Thinking 14 Forgetting And Forgetting You Have Forgotten Knowledge, Understanding, and Ability Are Different 3 Stage One: Problem Indentification 17 Never Accept the Status Quo 17 Find Problems Where You Think None Exist 18 Find Waste Pay Money for Banana Skins? "Eliminate Waste!" Is a Nonsensical Slogan Work Is More Than People in Motion 20 Perceiving and Thinking Are Not the Same 23 The IBM Slogan The Brain Has Thirty-two Folds 4 Stage Two: Basic Approaches to Improvement I. Understand the Status Quo 27 "Is" Outweighs "Ought" "Feel" Is Not Ideal There Is Truth Beyond Every Fact You Don't Understand Not Understanding? "More or Less" and the Facts of the Matter Time Is Merely a Shadow of Motion Accuracy and Precision Are Not the Same You Don't Need a Clock to Measure Time "Various" and "Appropriate" Are Magic Words 5 Basic Approaches to Improvement II. Pursuit of Goals 35 The Pursuit of Goals in Three Dimensions 35 Type X: Focus Your Thinking Type Y: Look for Multiple Goals Type Z: Look for Higher-Level Goals X Focus 39 What Does the Boiler Want Listen to the Machine Why Grease Scrap Metal? Paint the Air? "Drying the Glue" Means Just What It Says Is Drilling Really the Best Way to Make Holes? Do We Really Cut Things with a Lathe? Why Not Make It Winter All the Time? High-Diversity, Low-Volume Production Is Not a Big Deal Most Oil Used in Machining is Wasted What is Lighting For? Speed Alone Isn't Enough NC Machines Can Measure Precisely A Tag Is a Tool for Transporting Intentions Time Is Not the Same as Timing Y Multiple Goals 55 Presses Have Only Four Functions Do Punches Break Because They Are Weak? Forming and Achieving Precision Are Different Functions What Do Polishing Machines Do? Engraving and Oil Removal Steam is Composed of Moisture and Heat "Liquefaction" Involves More than Just Melting Ingots A Bubble Is Composed of Two Elements There Are Three Methods of Heating Drying Is More than Mere Heating Danger Interlocks and Safety Interlocks Z Systematic Goals 67 Goals and Means Trade Places "Know-how" Alone Isn't Enough! You Need "Know-why"! Ask the Drying Oven How Things Are Going Does Heating Cause Distortion? Polishing Welding Disks Pole Plate Dipping Why Post Defect Statistics? Measuring Isn't the Same as Verifying! Change Adjustments to Settings Removing Paint from Masks Does Not Necessarily Mean Dissolving the Paint Use Washing To Prevent Buildups Rather than to Remove Buildups Too Much Play in the Machine There Are Two Distinct Types of Welding Distortion 6 Basic Approaches to Improvement III. Better Means 79 Multiple Means to a Single End 79 Smoothing Rough Surfaces with Unhulled Rice Attaching Fiberglass Coating Washers with Rustproofing Oil Peeling the Protective Film Off Double-Stick Tape Stripping Apart Sheet Metal The Purpose of Business Cards is to Help People Remember Your Name Rubber Stretches Small Minds Want More Space Not Enough Resourcefulness "Because" Never Solves Anything Is the Weather Bad on Rainy Days? Mean Values Are Maximally Undependable Values 7 Stage Three: Making Plans for Improvement 91 Locking In on the Problem 91 Keep Locking In on Problems Separate from Brainstorming Brainstorming 92 Keep Brainstorming Separate from Judgment Resourcefulness and Money Offset One Another If You Can't Push, Pull! Checking at Specific Times and Checking Specific Items Join Forces to Root Out Empty Motions Curves Can Come In Handy Indiscriminate Air and Appropriate Air Build a Panama Canal in the Plant The Best Way to Clean Something Is to See that It Doesn't Get Dirty in the First Place Objects Can Adhere to One Another in a Variety of Ways Judgment 101 Stepping Stones for Rapid Progress: Thesis, Antithesis, and Synthesis Only Sham Engineers Conclude that Things Are Impossible The Most Correct Reasoning Comes After Repeated Trials and Ultimate Success Count Your Difficulties If the Results Are No Good, Doubt the Premises "Thoroughbred Experiments" If You Don't Know Why Defects Are Occurring, Make Some Defects Proposal 106 8 Stage Four: Translating Improvement Plans into Reality 107 Before Anything Else, Give It a Try 107 An Engineer's Instincts and a Manager's Instincts Do Humans Work Faster? Table Engineers and Catalogue Engineers The Positive Power of Execution 111 Fighting with Your "Backs to the Water" How About Doing It Tomorrow? The Same as Yesterday Isn't Good Enough Plant 'Trees" Throughout the Factory Don't Eat Your Fifth Bowl of Rice First Otemon'ya Management The Magic Mallet Don't Use the Same Slogan for the Foreman and the Company President Fair Weather Always Follows the Rain Defensive Territories 9 Understanding and Conviction 129 Understanding Alone Isn't Enough to Get People Moving A Two-Step Method of Persuasion The Magic Words "I See What You Mean" Ninety-nine Percent of Objections Are Cautionary Ninety-nine Percent of What We Say Is for the Benefit of Our Listeners Life Is Not an Endless Debate Put Your Conclusions First Deduction and Induction The 90-Percent Strategy 139 Improvement Assassins IE, You E, Everybody E Division of Labor Is Not Necessarily a Good Thing 10 The Force of Habit 147 Enough Improvement Plans, Already! 147 Are Old Ways Better? 149 Experiment 1: Habit Experiment 2: Combined Motions Discussion Down with Good Form! 152 Can You Ever Be Too Busy for Improvement? 155 The "Dynamite Hole" Approach to Improvement 156 Never Say "Impossible" 158 A Problem with the Miracle Drug? 160 Afterword 161 The Japan Management Association Years 161 The Institute for Management Improvement Years 165 The Move to the International Arena 172 A Final Note 176 Publications 177 Index 179