Genba Kanri


Rs. 2084.50

Is manufacturing your business? Does the idea of cutting operating costs by 30% appeal to you? Would you like to know how the search for improvements in quality and productivity can be embedded into everyday routine? Genba Kanri companies are the most productive and cost-effective in the world, according to the author of this remarkable book. Drawing on his experience with Nissan UK, Edward Handyside explains that, though the name is Japanese, in fact Genba Kanri is derived from older, Western traditions long neglected in their countries of origin. He shows how, by connecting 'people' concerns with the operational aspects of manufacturing, GK disciplines: make it easy to change production methods and systems replace 'management by remote control' with real leadership out on the shop floor help to promote and sustain continuous improvement reinforce the key role played by the first-line supervisor introduce 'the standard operation' (Japan's best kept manufacturing secret). Handyside looks at the management practices required to enable GK disciplines to function, and in the process finds little place for some of Western management's favourites - among them suggestion schemes, re-engineering, hourly pay systems and self-managed work teams. Find out what Genba Kanri could be doing for your company by reading this persuasive and practical book. Contents: List of figures and tables; Preface; Acknowledgements; Glossary; Part I The Need For Continuous Improvement; Manufacturing capability; Kaizen and the improvement cycle; 'The trouble with Kaizen ...'; Why Kaizen demands real change; Part II A Creed For A Lost Profession; The penultimate customer; Real management; The First Line Manager; The requirements of leadership; Part III The Levers Of Improvement; Teamwork and customer focus; The hunger for improvement; The levers at work; Part IV Managing Productive Work; The meaning of lean; Paying for waste; The Standard Operation; Benefits of the Standard Operation; Part V Making The Transition; Breaking down the barriers; Establishing GK; Appendices I The four principles of motion economy; II The five Cs; Select bibliography; Index. Edward Handyside has spent his entire working life in industry, principally in production management and human resource development. In 1985 he became part of the original core production management team at Nissan UK and later became responsible for all management training. In 1991 he left Nissan to set up a consultancy dedicated to helping manufacturing companies to adopt competitive working practices. He has since undertaken projects across Europe for companies engaged in the full spectrum of manufacturing processes and technologies and has lectured widely on production management.
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