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New Manufacturing Challenge: Techniques for Continuous Improvement [Hardcover]

Kiyoshi Suzaki
4.4 out of 5 stars  See all reviews (7 customer reviews)
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Book Description

July 22 1987
As a consultant, Kiyoshi Suzaki has helped scores of Fortune 500 clients improve manufacturing operations and get the job done faster, cheaper, better, and safer. Now, in this detailed "operating manual" -- full of more step-by-step applications than any other book available -- Suzaki spells out new options in production and employee resources that can help American industry regain the cutting edge in price, quality, and delivery of products.

A well-known expert in the field, Suzaki begins with the premise that "if it doesn't add value, it's waste" -- a concept devised by Henry Ford and later used by Toyota. He recaps what Toyota identifies as the seven most prominent forms of waste in factories. Most importantly, he meticulously details steps individuals can take to "simplify, combine, and eliminate operations" -- thereby reducing waste, improving quality, and saving money.

Describing in detail the basic techniques culled from Japanese industrial philosophy and procedure, Suzaki shows how small, family-run businesses and billion-dollar American corporations from a wide range of industries -- automotive, electronics, cosmetics, and even defense contractors -- are meeting the manufacturing challenge today -- demolishing the widely held belief that most American manufacturers have become distribution organizations for products manufactured overseas. In addition, he links his methodology with several successful production systems, from Just-In-Time Production, Total Quality Control, Total Productive Maintenance to Computer Integrated Manufacturing. Throughout this practical handbook, he places emphasis squarely on the shop floor and grounds his approach in easy, yet powerful techniques everybody can understand and implement today.

Illustrated with numerous charts and exhibits, The New Manufacturing Challenge shows how to integrate people and techniques to improve the workplace and, thus, strengthen any company's competitiveness in the global marketplace.

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From Library Journal

Maintaining world competitiveness has been the clarion call for many industries in the 1980s. For manufacturing companies, improving production efficiency has been the key. This work lays out specific suggestions for improving manufacturing techniques on the shop floor. The chapters, profusely illustrated, treat topics such as quick setup, job rotation, U-shaped production lines, and preventive maintenance. In each, the author uses his diverse experience as an efficiency expert for several leading consulting houses to good advantage. However, the volume lacks a strong philosophical framework and comes off rather like a dry list of helpful hints. Recommended only for production specialists. Gene R. Laczniak, Coll. of Business Administration, Marquette Univ., Milwaukee
Copyright 1987 Reed Business Information, Inc.

About the Author

Kiyoshi Suzaki is president of The Eucalyptus Group in Pacific Palisades, California and an internationally recognized consultant on manufacturing competitiveness in various industries in the United States, Europe, and the Far East. Besides consulting, he lectures in major universities, serves on the board of directors of several U.S. companies and as an advisor to Japan Technology Transfer Association. Mr. Suzaki is author and co-author of two books on manufacturing published in Japan and France. --This text refers to the Paperback edition.

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Customer Reviews

4.4 out of 5 stars
4.4 out of 5 stars
Most helpful customer reviews
5.0 out of 5 stars 5 stars plus May 17 2001
By J. head
This is THE book for hands-on actual implementation of lean production techniques. This book answers the difficult problems accompaning implementation of the Toyota Production System. It is written in an easily understood straight-forward style. In my opinion this is the best book on boosting shopfloor efficiency. It does not shy away from discussing the problem areas. The author proves he has "been there and done it". An example is the Kanban system usually described in most books as a sytem where cards control the shop floor work flow. This book describes in detail various Kanban systems to handle the situations where the work flow is interrupted by processes requiring outside vendors or where an operation such as heat treating will slow the process. I rated this book five stars because it discusses real problems and solutions.
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5.0 out of 5 stars The Classic that transcended the time Aug. 18 2003
I still go back to this now a classic to get the sense out of it. There are many techniques, ideas, but more importantly, it points the appreciation of people engaged in the process of continuous improvement as a core to drive us to move forward. Whatever way people may call this stuff, the person who discovered the principle of improvement cannot but to move on in his life for the betterment.
By the way, there is a 3.5hour video correponding to this book still available at SME (Society of Manufacturing Engineers). Read the book, share the examples, confirm the principle, practice the heartbeat of improvement, and keep on moving forward.
Good luck!
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5.0 out of 5 stars One of the Best on the Toyota Production Systems March 10 1998
By A Customer
The book covers the basic concepts often associated with Toyota Production System. Suzaki takes it one step farther by adding his own creativity and experiences as a lean manufacturing consultant. This is one of the best and most inspirational books I have read on the subject of continuous improvements. ~ Rhett A. Cooper
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This book could have been written by taking exerps from other books on TPS and rearranging the pages. Same old, same old more same old.
We need an American's view on the practicle application of TPS not advice from some guy from Japan who doesn't have the faintest idea of American culture or people. So there!
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