Académique Documents
Professionnel Documents
Culture Documents
FACTORY
Building Participation
Through Shared Information
Michel Greif
Foreword by
Bruce Hamilton
United Electric Controls Company
Publisher's Message
Norman Bodek
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Productivity Press
Portland, Oregon
Contents
15 14 13 12
xiii
xv
xvii
xxi
Acknowledgments
Foreword
Publisher's Message
Preface
1 Visual Communication
Visits to Two Workplaces
A Conventional Workplace
A Visual Workplace
Two Perceptions of Reality
Communication with a Shared Perspective
Self-service Messages
Indeterminate Recipients
Messages in Search of Authors
The Self-service Principle
An Environment Organized Like Public Property
Communication with Total Visibility
Returning to Earth
A New Role for the Hierarchy
v
Ii
3
3
4
7
7
10
11
11
12
14
15
17
18
Visual Communication
2
A Team's Territory
The Fichet Bauche plant in Oustmarest, France, manufactures locks and other security products such as armored doors.
Mr. Dumollard, who is responsible for operations, served as my
guide on a visit.
"The flowers were the thing that surprised me the most," he
confided when we entered the lock-assembly area. He continued:
Our specialty is metalworking and assembly, not a very
cl@ll activity. When I arrived here on a Monday morning, I
Why this change? Why, on a given morning, did the employees decide to decorate their work area without having been
asked to? What was the unspoken message expressed in the language of flowers?
23
60
3
Visual Documentation
Visitors have a new way of looking at a plant. Their observations, offered with a certain detachment, are often interesting
to workers in a plant. The company should not be reluctant to
inform employees about visitors' opinions with respect to the
organization and operation of various work areas. At the
Renault Sandouville plant, every visitor completes a brief questionnaire, noting observations about order and neatness. (Figure
6-7) The results are published in the company newsletter and
displayed at the main entrance of the plant.
-,'
Around 1900, Frederick Winslow Taylor began to formulate the basis for a scientific approach to work. Until then, individuals had done their jobs in their own ways. Although
factories had small numbers of skilled workers or senior personnel whose know-how had been developed over the years, the
majority of the labor force consisted of untrained workers who
seldom knew how to perform efficient, high-quality work.
During that era, there was little sharing of knowledge, quest for
efficiency, or possibility of progress.
Taylor observed the activities of workers who shoveled
coal in steel mills in Bethlehem, Pennsylvania. By analyzing the
movements of the most efficient workers, determining the optimum size of the shovel for the density of the material to be
transferred, and enabling other mills to learn about advances in
a given mill, Taylor demonstrated that it was possible to
increase efficiency of production without investing in new
equipment.
Taylor's innovation was to apply scientific principles to a
relatively unexplored field. Increased physical effort, he felt,
was fruitless; the required solution was to work more effectively.
For work to be performed more effectively in any organization,
methods must be developed. Thus, it was necessary to observe
61
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98
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During the 1970s and 1980s, when the West was seeking to
fathom the enigma of Japanese competitiveness, entrepreneurs
returning from a visit to Toyota reported that they had encountered an odd production control method. This rather archaicseeming process, known as kanban, used cards that traveled
between work stations (kanban means "card" in Japanese).
The western visitors smiled condescendingly. "These fellows are tough to beat on prices, because they pay low salaries
and they never take vacations. Fortunately, when it comes to
managing production, they can't hold a candle to us. We can
computerize our factories. Their state of the art is the abacus."
Nearly ten years later, when I visited the NUMMI factory
in California, William Borton, at that time manager of the
stamping plant, began his presentation by saying, "Our production control methods rely heavily on visual control. In the
stamping unit, we are managing production and inventory
without a computer."
There was a certain pride in his voice. Nevertheless, as a
resident of Silicon Valley, Borton did not disdain computers. He
merely meant that his plant had adopted a particular mode of
organization in which the cry to computerize everything had
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132
5
Visual Quality Control
I Month:
IList of circuits I
ICircuits I
Plant =
Accomplishments
I
I
I Circuits
I
I
I Circuits
I Part Nos.
Out
In
I Part Nos.
Weak Areas
172
Process Indicators
7
Making Progress
Visible
221
II
260
TheTen
Commandments
of Mercure
8
Implementing Visual
Communication
Figure 717. The Citroen plant, Caen. Card with a mission statement for
"Mercure," the company's long-term quality project.