Author: Shigeo Shingo

ISBN: 1897363591

Shigeo Shingo was one of the twentieth century’s most significant figures in management studies and, in particular, in the consideration of manufacturing. He was instrumental in creating what has come to be known in English as the TPS – the Toyota Production System. TPS focused on flows and processes rather than, as had previously been the case, seeking to maximise the productive capacity at every single stage. The most well-known fruits of the TPS are the quality or continuous improvement system (Kaizen) and the lean production process that relies upon the Just-in-time philosophy. These were revolutionary approaches and, indeed, still have enormous potential to improve the productivity of factories and offices around the world. And yet, as is often the case with books on business, the actual steps necessary to achieve the desired goals seem not just simple but even simplistic when viewing them in written form.

Shingo’s approach builds from very basic premises: e.g. quantify understanding for better appreciation of a situation; question assumptions; search for mental blindspots and so forth. Yet even a cursory examination of one’s own workplace will (almost certainly) reveal numerous instances in which a fresh examination of the facts would reveal opportunities for improving productivity. Not the least of these is the fact that the world changes, with new technologies and developments of existing technologies changing the basis on which managerial decision making should take place. For example, semi-conductors become a fraction of their price within months (and are just as rapidly outmoded), synthetic rubber has now almost completely replaced natural rubber in most fields and changing labour and infrastructure costs make shifting manufacturing operations to a new location much more attractive. All businesses should be aware of these changes but, at the functional or middle management level, people rarely have time (or motivation) to keep on questioning everything that they do. Hence, stagnation and loss of productivity and competitiveness which can ultimately lead to closure and bankruptcy.

This is the first full English translation of one of Shigeo Shingo’s seminal works, which was first published in Japanese at the end of the 1950s. It rapidly became a central text for businesspeople throughout that country and as influential in helping Japan achieve the position of global prominence that it now enjoys. While its interest will now centre on management and production students and scholars, it nevertheless continues to deserve a wider audience among all those who are interested in thinking about why organizations work in the way that they do and how their efficiency may be improved. Few shopkeepers or small business managers, for example, would regret the time spent studying the lessons here – which are presented clearly and in logical progression – and few would not find ways to improve their profitability somewhere along the line.

The above review was contributed by: John Walsh PhD:  Professor at Shinawatra International University CLICK TO VIEW John Walsh's Reviews