World Class Manufacturing: The Lessons of Simplicity Applied

by Richard J. Schonberger

In his best-selling book Japanese Manufacturing Techniques, Richard J. Schonberger revolutionized American manufacturing theory and, more important, practice. In that breakthrough book, he revealed that Japanese manufacturing excellence was not culturally bound. Offering the first demystified explanation of the simple techniques that fueled Japan's industrial success, he demonstrated how the same methods could be put to work as effectively in U.S. plants. Now, in World Class Manufacturing, Schonberger returns to tell the success stories of nearly 100 American corporations -- including Hewlett-Packard, Harley-Davidson, General Motors, Honeywell, and Uniroyal -- that have adopted the famed just-in-time production and "total quality control" strategies. Based on his firsthand experience as a major consultant to American industry, he examines how they did it -- and illustrates how the same concrete, specific steps used by these top companies can be implemented in any factory today. What's more, Schonberger shows that his bold concepts and reforms apply equally to all industries, whether the product is computers, pasta, or trucks, and to all divisions -- from manufacturing and engineering to accounting and marketing. According to Schonberger, world-class manufacturing depends on blended management -- rather than domination by a separate group of managers -- which marshalls resources for continual rapid improvement. To achieve world-class status, companies must change procedures and concepts, which in turn leads to recasting relations among suppliers, purchasers, producers, and customers. Acknowledging the difficulty inherent in such changes, Schonberger stresses that employee involvement and interaction, both on the shop floor and in the decision-making/problem-solving process, is key. Wary of those who view improvement in terms of modernizing equipment, he points out that making maximum use of people and current machinery is a company's first priority; automation, if necessary, should come much later. World Class Manufacturing also includes Schonberger's 17-point action agenda to guide innovators toward manufacturing excellence, from getting to know the customer to cutting the number of suppliers, reducing error in production, and deciding when and how to automate. Indispensable for all manufacturing innovators who aim to keep ahead of the competition, this inspiring, groundbreaking volume does much more than just recommend or theorize about the new manufacturing approach. Plainly, realistically, and logically, it explains how it's done.

Hardcover

Published June 2, 1986

Reviews

[Daniel · Rating 2 out of 5]

The heart of my two star rating is how this book fits in today (40 years on) and what has happened with the examples presented. I put it on my business shelf, but it would fit better on the history shelf.
This book is extremely dated. There are plenty of texts with the same base information that are up to date with techniques and examples. The fact that the book touts the great facsimile copier as revolutionary is a prime example.
I have actually worked at two of the facilities mentioned in the book. One is in the main text. I think it actually held most faithful to the vision of World Class manufacturing, but it has been greatly downsized and is not necessarily highly regarded by the author. The second is one of his great examples recognized in the appendix. This facility is now closed. Many of his corporate examples are of a similar vein.
That is my big gripe about the majority of this book. The techniques discussed have not come to fruition in the 40 years since this was published. Either they don’t work, or they are not rewarded/recognized in this country’s manufacturing industry. Many negatives he talks about continue to be mainstream business techniques. It is depressing to read this book and be employed in today’s manufacturing industry. (I have been in quality roles for most of my career, with just a little dabbling in engineering.)
I also don’t get the differences in micro versus macro that he affirms are the way to go. On the micro scale in the factory, he supports removal of monoliths on the manufacturing floor. Create several production flow lines with small batch sizes for flexibility and redundancy. On the macro scale dealing with suppliers, he says to condense down to big and few suppliers. Put all your eggs and egg shaped family of parts into one big basket. Does that allow for flexibility and redundancy of supply?
To summarize, I would only recommend this book for someone researching the history of these thoughts and techniques in manufacturing. If you are a professional or employed in manufacturing today trying to create process improvements, find something else that is newer.

[Tim · Rating 3 out of 5]

Very dry at times, but lots of excellent information. Basically required reading at SEL.

[scott]

"further discussion on how to achieve manufacturing excellence, integrating and building on the elements of the earlier book; including examples of successful u.s. operations."