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The Sayings of Shigeo Shingo Key Strategies for Plant Improvement 1st Edition by Shigeo Shingo ISBN 0915299151 9780915299157

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The Sayings of Shigeo Shingo Key Strategies for Plant Improvement First Edition Shigeo Shingo Digital Instant Download

Author(s): Shigeo Shingo
ISBN(s): 9780915299157, 0915299151
Edition: First edition
File Details: PDF, 16.69 MB
Year: 2017
Language: english
SKU: EB-7161134 Category: Tag:

The Sayings of Shigeo Shingo Key Strategies for Plant Improvement 1st Edition by Shigeo Shingo – Ebook PDF Instant Download/Delivery: 0915299151, 9780915299157
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ISBN 10: 0915299151 
ISBN 13: 9780915299157
Author: Shigeo Shingo

Here is a great introduction to the remarkable mind of Shigeo Shingo, indisputably one of the great forces in manufacturing. In this soft cover book, Dr. Shingo describes his approach to manufacturing improvements, developed and refined over the course of a brilliant career. He called it the Scientific Thinking Mechanism (STM). The Sayings of Shigeo Shingo leads you through the five stages of STM, with appropriate examples taken from notes Dr. Shingo collected during his consulting trips to American and Japanese plants. It shows how, in many cases, the most brilliant ideas are often so simple they’re overlooked. Or they’re dismissed because they seem ridiculous: – A Japanese plant, after first rejecting the idea as too silly, finds that unhulled rice is ideal for smoothing the rough surfaces on pressure-formed ebonite switches – Granville-Phillips, in Boulder, Colorado, reduced defects to zero in one process after Dr. Shingo suggested illuminating circuit boards from below to reduce errors involved in the insertion of diodes and resistors The Sayings of Shigeo Shingo is must reading for plant managers and engineers. It formalizes the powerful and creative way of thinking that Shingo himself used time and again to overcome problems that seemed virtually insurmountable.

The Sayings of Shigeo Shingo Key Strategies for Plant Improvement 1st Table of contents:

1 A Scientific Thinking Mechanism for Improvement
The Relationship Between STM and Techniques for Rationalizing Production
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
Categorical Principles
There Are Many Categorical Principles in the World
Phenomena Can Be Classified either Continuously or by Opposition
Avoid Intersecting Divisions
Four Relationships Among Things
There are Only Four Relationships Among Things
Objects Are Either Concrete or Abstract
Analytical Ways of Seeing and Thinking
Forgetting — And Forgetting You Have Forgotten
Knowledge, Understanding, and Ability Are Different
3 Stage One: Problem Indentification
Never Accept the Status Quo
Find Problems Where You Think None Exist
Find Waste
Pay Money for Banana Skins?
“Eliminate Waste!” Is a Nonsensical Slogan
Work Is More Than People in Motion
Perceiving and Thinking Are Not the Same
The IBM Slogan
The Brain Has Thirty-two Folds
4 Stage Two: Basic Approaches to Improvement
I. Understand the Status Quo
“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
The Pursuit of Goals in Three Dimensions
Type X: Focus Your Thinking
Type Y: Look for Multiple Goals
Type Z: Look for Higher-Level Goals
X — Focus
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
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
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
Multiple Means to a Single End
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
Locking In on the Problem
Keep Locking In on Problems Separate from Brainstorming
Brainstorming
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
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
8 Stage Four: Translating Improvement Plans into Reality
Before Anything Else, Give It a Try
An Engineer’s Instincts and a Manager’s Instincts
Do Humans Work Faster?
Table Engineers and Catalogue Engineers
The Positive Power of Execution
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
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
Improvement Assassins
IE, You E, Everybody E
Division of Labor Is Not Necessarily a Good Thing
10 The Force of Habit
Enough Improvement Plans, Already!
Are Old Ways Better?
Experiment 1: Habit
Experiment 2: Combined Motions
Discussion
Down with Good Form!
Can You Ever Be Too Busy for Improvement?
The “Dynamite Hole” Approach to Improvement
Never Say “Impossible”
A Problem with the Miracle Drug?
Afterword
The Japan Management Association Years
The Institute for Management Improvement Years
The Move to the International Arena
A Final Note
Publications

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