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The sayings of Shigeo Shingo : key strategies for plant improvement

Author: Shigeo Shingō; Andrew P Dillon; Norman Bodek
Publisher: Cambridge, Mass. : Productivity Press, [1987]
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:

Describes the author's approach to manufacturing improvements which he called it the Scientific Thinking Mechanism (STM). This book leads you through the five stages of STM.

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Genre/Form: Electronic book
Electronic books
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Shigeo Shingō; Andrew P Dillon; Norman Bodek
ISBN: 9780203736043 0203736044 9781351409193 1351409190
OCLC Number: 1014441290
Description: 1 online resource
Contents: Cover --
Half Title --
Title Page --
Copyright Page --
Foreword --
Table of Contents --
Introduction --
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 --
Il. 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 --
Ttme Is Not the Same as Tuning --
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 fur 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 Tnnes 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 Goo, 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 --
Index.
Other Titles: Shingō goroku.
Responsibility: Shigeo Shingo ; translated by Andrew P. Dillon ; with a foreword by Norman Bodek.

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