before have we had so little time in which to do so much!"
Franklin Roosevelt made that statement over a half century ago in
reference to one of the most trying conflicts of the modern era.
World War II, the first truly global war, was raging on two
fronts—in the Far East against Japan and on the European continent
against Germany. Today, America finds itself engaged in a different
type of war. Once again, it is a war in which our adversaries
include both Germany and Japan. Once again, it is a war in which our
hopes for victory have been diminished by a series of lost battles.
And also once again, it is a war in which time is a critical factor
in determining who will be the superpower in manufacturing as we
enter the Twenty-First Century.
objective of this paper is to address the elements of continuously
improving a manufacturing process to become a World-Class
Manufacturer. A "Hands-On" workshop will be used as the
training approach to demonstrate the methods and concepts that can
be applied to eliminate unnecessary wastes from various operations
and activities within the factory. The workshop demonstration will
provide the "Boot Camp" basic training necessary to
improve the manufacturing process by executing those activities that
add value and minimize those things that promote waste and add cost
to the operation of the factory.
War Machine and Manufacturing Machine
has reigned supreme with its Armed Forces and has always been the
"Best-In-Class" with its war machine. Through the use of
the latest advances in research and development, state-of-the-art
technology and the best trained soldiers in the world, the United
States has maintained its supremacy as a global military power.
manufacturing however, we are now losing our dominance as the
world's leader. We are not devoting enough resources to R & D,
failing to install the latest available technology and failing to
provide the necessary education and training to our most valuable
asset: our fighting, productive workforce! To regain this leadership
role in manufacturing in the Twenty-First Century, the U.S. must
start massive campaigns on all three fronts mentioned above. As
such, our first strategic target should be educating and re-training
our own work force.
Issues of the Factory Floor War
the 1970s, the United States was predominant, a world leader in the
manufacture of numerous products, among them being automobiles,
machine tools, primary metals, electronics, computers and consumer
because of technological advances in other nations coupled with a
more aggressive and committed workforce, U.S. market
dominance—both at home and abroad—has continued to suffer.
Today, Japan has captured a large share of the market for
electronics, computers, consumer goods, automobiles and primary
metals. In Europe, a new "United" Germany has emerged as
an important manufacturer of these same products, and has
much of the market in the U.S. for automated machine tools. And, to
compete in the Europe today, U.S manufacturers must now become
certified in ISO 9000, a quality management standard established
outside our domain and control.
understand this phenomenon, one need look no further than to the
customers and the focus that must be put forth to understand their
demands for complete satisfaction. As such, this focus must really
start all the way back in the factory where we understand and
practice good internal supplier/ customer satisfaction focused
processes. When this occurs, our self-directed factory execution
teams can then link these processes all the way from the factory
floor to the external customer by providing goods and services that
are of high quality, priced competitively, and delivered
we must face the reality that our greatest adversary in this war is
ourselves. Indeed, we have created a separate internal civil war
within many of our factories by failing to recognize how to unite
and integrate the resources of the organization in a unified
approach; all striving to share the same vision and accomplish a
military, we learned that the class structure of officers and
enlisted men caused conflict at times. Likewise in business, we have
also learned that the structure of management and labor also causes
conflict when improperly managed. We must make a paradigm shift by
removing these barriers. This working demonstration will begin the
removal of these barriers by providing a common training camp to
start dramatic changes in the Value, Process, and Culture boundaries
within the organization. The demonstration will show how the
organization can start to change from the "War Zone"
approach to the "United Nations" approach by shifting the
paradigm for the following concepts and methods:
United Nations Approach
|Dept. vs Dept.
& Trust Everyone
|By Order from the
|Raise the Price
||Reduce the Cost
|Work Longer &
war can be waged without the direct involvement of people, we will
now look first to the role that our people play in this factory
To be Continued
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