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  • Why Japanese Factories Work

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    ibnmosawi
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    The document summarizes Hayes' observations of why Japanese factories work so well. Hayes saw that Japanese factories had (1) clean and orderly workplaces where workers took responsibility for cleanliness, (2) eliminated buffer inventories to reduce waste, and (3) implemented preventative maintenance and monitoring systems to prevent breakdowns. Japanese managers pursued zero defects through careful planning, training, feedback, and supplier partnerships. They viewed employees and suppliers as long-term partners and continuously improved processes incrementally each day. Hayes argues American firms can better compete by emulating Japanese emphasis on teamwork, training, and continuous incremental improvements over the long-term.

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    The document summarizes Hayes' observations of why Japanese factories work so well. Hayes saw that Japanese factories had (1) clean and orderly workplaces where workers took responsibility for cleanliness, (2) eliminated buffer inventories to reduce waste, and (3) implemented preventative maintenance and monitoring systems to prevent breakdowns. Japanese managers pursued zero defects through careful planning, training, feedback, and supplier partnerships. They viewed employees and suppliers as long-term partners and continuously improved processes incrementally each day. Hayes argues American firms can better compete by emulating Japanese emphasis on teamwork, training, and continuous incremental improvements over the long-term.

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    Attribution Non-Commercial (BY-NC)
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    97 vizualizări3 pagini

    Why Japanese Factories Work

    Încărcat de

    ibnmosawi
    The document summarizes Hayes' observations of why Japanese factories work so well. Hayes saw that Japanese factories had (1) clean and orderly workplaces where workers took responsibility for cleanliness, (2) eliminated buffer inventories to reduce waste, and (3) implemented preventative maintenance and monitoring systems to prevent breakdowns. Japanese managers pursued zero defects through careful planning, training, feedback, and supplier partnerships. They viewed employees and suppliers as long-term partners and continuously improved processes incrementally each day. Hayes argues American firms can better compete by emulating Japanese emphasis on teamwork, training, and continuous incremental improvements over the long-term.

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    Attribution Non-Commercial (BY-NC)
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    din 3

    Why Japanese factories work

    Hayes, R. H. 1981. Why Japanese factories work. Harvard Business Review (July-August): 57- 66.
    Summarized by Jose M. Luis Master of Accountancy Program University of South Florida, Fall 2000 Purpose: To answer the question why Japanese manufacturing has become so successful and competitive. Background: - 20 years ago, Americans pictured the Japanese factory as a sweat shop making shoddy products. - Today, Americans imagine gleaming factories peopled by skillful robots the factory of the future. - In fact, it is the factory of today, running as it should. - Achieved excellence by doing simple things, doing them very well, and improving them all the time. What Hayes saw:
    1. Clean, orderly work places

    - Workers uniforms, machines and floors were clean. Sources of litter & grime carefully controlled. - Workers were responsible for keeping machines and workplaces clean and in good order. - "If you clean up the factory floor, you clean up the thought processes of the people on it, too".
    2. The "root of all evil" eliminated.

    - Suppliers often made three or four deliveries a day. - Finished goods were removed immediately to a warehouse or shipped to customers. - Buffer inventories were unnecessary, why?
    3. Keeping Murphy out of the plant.

    - Preventing machine overload. Japanese use, Americans abuse machines. - Preventive maintenance, constant cleaning & adjustment, reduced rates of use. - Comprehensive machine monitoring and early warning systems to check process flow, tolerance, rate of use. - No-crisis atmosphere. Production schedules set 2 weeks in advance. No expediting, no overloading. Attitudes and practices of Japanese managers:
    1. "Pursuing the last grain of rice in the lunchbox".

    - Pursue quality beyond the point of cost effectiveness. Goal: ZERO DEFECTS. - "A defect is a treasure". Why? - Quality means: Error-free operation. Problem can be design, inventory, delivery, not just a defective product. - Quality is not achieved by random decisions but by an allencompassing management system supported by the top.
    2. "Thinking quality in".

    - Planning - Careful planning in the design stage with engineers, production, quality assurance, sales, etc. - Training - Train workers to deliver consistently high-quality products.

    - Feedback - Encourage workers & quality inspectors to identify and correct problems. No "we against them". - Materials Intensive screening of incoming parts and materials. Pressure on suppliers to improve quality. - The same conditions which promote defect-free operations also increase productivity.
    3. Time consciousness: everlasting customers, lifetime employees,

    supplier-partners, owners. Codestiny.


    4. Equipment independence.

    - Design and fabricate most production equipment in-house. - No safety margins and design cushions that manufacturers build into generalpurpose machines. Re-solving the problem of production

    Competition on grounds of reliable, low-cost, defect-free products & dependable delivery hurt U.S. firms. The Japanese have never considered the problem solved. Always improving "the factory of the present". U.S. managers must: emphasize teamwork, value and train employees, not isolate themselves.

    According to Hayes, the key to competing with the Japanese: Putting our best resources and talent to work doing the basic things a little better, every day, over a long period of time. Is he right, or is innovation a better idea?

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