Focusing on the shop floor, Kiyoshi Suzaki presents a revolutionary approach to management that challenges traditional time-and-motion principles. By advocating for holistic management, he emphasizes breaking down organizational barriers and fostering co-destiny among workers. This framework highlights the importance of modern shop floor techniques, which can significantly enhance productivity and add value to services by channeling energy where it matters most. Suzaki's insights offer a transformative perspective on effective business operations.
In a significant shift from Frederick Taylor's time-and-motion principles, Kiyoshi Suzaki presents a framework for effective business management centered on the shop floor. Emphasizing holistic management, where organizational boundaries are dismantled and co-destiny is fostered, he illustrates how modern techniques can enhance productivity and value-added services by prioritizing front-line operations. Suzaki argues that management's role should be to eliminate its own responsibilities by adopting a genba, or shop floor, perspective. He introduces the concept of "Glass Wall Management," promoting transparency within organizations to harness employee creativity, contrasting it with the restrictive "Brick Wall Management." To empower individuals, he advocates for a model where each person manages their own "mini-company," fostering a sense of ownership and responsibility. Front-line supervisors are encouraged to establish and communicate their mission and goals effectively. Suzaki provides examples, such as McDonald's legal staff learning operational tasks and Honda's HR team training on the assembly line, to illustrate the importance of bridging the gap between top management and the shop floor. By enhancing skills, promoting empowerment, and streamlining processes, organizations can achieve significant improvements in quality, cost, delivery, safety, morale, and competitiveness.
Konkrete Methoden und Werkzeuge, um zukunftsentscheidende Verbesserungen im Unternehmen zu erreichen. „... Mit Suzakis Programm geht man mindestens drei der fünf größten Hemmnisse an: den Wandel der Rollen und der Verantwortlichkeiten, die Qualifikation und das Training der Mitarbeiter für die Steuerung der neuen Prozesse sowie die Belohnung und Motivierung der Mitarbeiter für neue Herausforderungen." manager magazin
