Industrial Engineering and Scientific Management in Japan

Japanese scholars and business men embraced scientific management, efficiency movement, and industrial engineering right from the inception and excelled in implementing it and reaped great rewards in economic as well as academic spheres. In the process there were many innovations in the subject on the Japanese soil.

Early Adoption of Scientific Management by Japan

Late nineteenth century Japan was a rational shopper for products, technology and organizational models[1]. Scientific management of F.W. Taylor was quickly spotted by Japanese and was translated into Japanese in 1912, within one year of its publication in USA in 1911 [1]. It is an astonishing fact that one million copies were sold to workers in a special edition for workers. Yoichi Ueno and Araki Toichiro were enthusiastic supporters. Yoichi Ueno was responsible for organizing the Industrial Efficiency Research Institute (Sngyo Noritsu Kenkyujo) in 1921.

Motion analysis techniques were used in Japanese companies in starting in 1913. Firms like Mitsubishi Electric and Nippon Electric took the lead. In the area of textiles, Kannebo and Toyobo took the initiative.

Industrial engineering was organized as a subject that increases the education and skills of workmen in Japan. Improving the education and skill of a workman is a dominant concept in Japanese industrial set up compared to the slogan of deskilling in US systems. Also, the Efficiency Research Institute was an initiative of Harmony and Cooperation Society (Kyochokai) formed in 1919 by the state and leading corporations of Japan. Industrial engineering has a more welcome environment in Japan to deliver its scientific potential.

Zenjiro Imaoka [3]  explained Industrial Engineering as a concept for improving the efficiency of production and is the driving force that brings success in mass production today. OR (Operations Research) is an approach to explore optimization using statistical figures and linear programming. Both of them are included in supply chain flow [2].  IE (industrial engineering) is a concept that was first structured as a concept to enable the improvement of production efficiency. Various scientific approaches started by Taylor were tried out to improve production efficiency by various companies. During the Civil War, the U.S. promoted the standardization of firearms and parts of munitions. As a result, the U.S. succeeded in the mass production of parts by realizing low-cost and short-lead time production. The engine of the further success of mass production was the concept of IE. IE was employed by Henry Ford for producing the Model T Ford and that was a starting point of growth for auto industry.  The base of business administration and management consulting methodology of today started with IE. We can also say that IE is a technology that combines manufacturing techniques and product technologies or it synchronizes management resources. If IT (information technology) can be used together with IE (manufacturing technologies), information and communication will be combined with production systems, leading to the efficient flow in supply chain management which resulted in supply chain innovations such as CALS, BPR, ECR, and QR.

Contribution of JMA in Promoting and Using IE and Scientific Management in Japan

Scientific Management began in 1880s and spread quickly around the world. In Japan, this concept evolved into the pursuit of efficiency, and in 1942 the Japan Management Association (JMA) was established as an organization to promote that concept, based on IE and other management methods.

JMA set three basic principles to govern all its activities.

1. Japan-oriented strategy toward efficiency.
2. Execution than vacuous theory
3. Priority basis than all-round policy



Contribution of Taichi Ohno and Shigeo Shingo

An interesting point is that Taichi Ohno did not accept the present method as the best method. He advocated that it can be improved today or tomorrow. It is only a present standard operating procedure subject to improvement today or tomorrow. He wanted every body to believe in progress and improvement of methods.

Total Productive Maintenance - Japan Management Association ( Zero Breakdowns for Elimination of  delays in material flow)

https://nraoiekc.blogspot.com/2013/12/total-productive-maintenance-japan.html

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References

1. Oxford handbook of work and organization, OUP 2005
2. http://www.lean-manufacturing-japan.com/scm-terminology/ieor-industrial-engineering-operational-research.html
3. Zenjiro Imaoka, Understand Supply Chain Management through 100 words,
KOUGYOUCHOUSAKAI


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Bibliography

Manufacturing Ideology: Scientific Management in Twentieth-Century Japan
By William M. Tsutsui, Princeton University Press, 2001
http://books.google.com/books/p/princeton?id=Np9Y0x-b37sC


Manufacturing Ideology: Scientific Management in Twentieth-Century Japan - A Review
http://findarticles.com/p/articles/mi_hb3024/is_2_11/ai_n28809136/

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Reviewed 3.3.2011

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http://knol.google.com/k/industrial-engineering-and-scientific-management-in-japan

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Systems and Processes - Improvement Made Easy (IME) - Improvement Management Made Easy (IMME)

Improvement of systems and processes is  required in every management function.

But improvement task in operations management will be mainly covered in this note.

Industrial engineering is also focused on improvement of systems and processes. The role of industrial engineering in operations function is large relative to other management functions. The IE aspects are also covered in this note.

This note is initiated after viewing some posts by KaizenMadeEasy profile on LinkedIn. Plain English for the Japanese word "Kaizen" is "Improvement" - Good change.

Articles on Improvement and Improvement Management

System Design Principles

https://nraomtr.blogspot.com/2011/11/system-design-principles.html

Systems Improvement

https://nraomtr.blogspot.com/2011/12/systems-improvement.html

Management of Service Businesses - Processes

 

 Harvard Business Review (HBR) articles on service business  literature

 

1. Customer Fit in Service Operations (I)

Chase, Richard B. (1978), “Where Does the Customer Fit in a Service Operation?,” Harvard Business Review, 56 (November-December), 137-42.

2. Behavioral Sciences (I)

Chase, R.B., Dasu, S., 2001. Want to perfect your company’s service? Use behavioral science. Harvard Business Review (June), 79–84.

3. Service Factory – Productivity  (III)

Chase, R.B.,Garvin, D. (1989) The Service Factory, Harvard Business Review, July-August 1989 (lead article), pp. 61-69.

4. Service Science (I, II II)

Chesbrough, H. (2005) Toward a science of services. Harvard Business Review 83, 16–17.

5. Industrialization of Service – Productivity (III)

Levitt, Ted (1976), “Industrialization of Service,” Harvard Business Review, 54 (September-October), 63-74.

6. Designing Services that Deliver – Quality (II)

Shostack, Lynn (1984), “Designing Services that Deliver,” Harvard Business Review, 62 (January-February), 133-39.

7. Putting the Service-Profit Chain to Work – Quality (II)

Heskett, James L., Thomas O. Jones, Gary W. Loveman, W. Earl Sasser, Jr., and Leonard A. Schlesinger (1994), “Putting the Service-Profit Chain to Work,” Harvard Business Review (March/April), 164-72.

8. Quality Comes To Services – Quality (I & II)

Reichheld, Frederick and W. Earl Sasser, Jr. (1990), “Zero Defections: Quality Comes to Services,” Harvard Business Review, 68 (September/October), 105-11.

9. Profitable Art of Service Recovery – Quality (I & II)

Hart, Christopher W.L., W. Earl Sasser, Jr., and James L. Heskett (1990), “The Profitable Art of Service Recovery” Harvard Business Review, (July-August), 148-56.

10. Matching Supply and Demand (Productivity)

Sasser, W. Earl (1976), “Match Supply and Demand in Service Industries,” Harvard Business Review, 54 (November-Decem- ber), 133-40.

11. The Service Driven Company (Quality)

Schlesinger, Leonard A. and James L. Heskett (1991), “The Service-Driven Service Company,” Harvard Business Review (September/October), 71-81.

12. Effective Marketing for Professional Services (Growth)

Bloom, Paul N. (1984), “Effective Marketing for Professional Services,” Harvard Business Review (September/October), 102-10.

13. Capturing Value of Supplementary Services (Growth, Scope, Adjacent Spaces, Sustainable Innovation, Quality)

Anderson, James C. and James A. Narus (1995), “Capturing the Value of Supplementary Services,” Harvard Business Review, 73 (January/February), 75-83.

14. Cost Accounting Comes to Service Industries (Productivity)

Dearden, John (1978), “Cost Accounting Comes to Service Industries,” Harvard Business Review, 56 (September-Oc- tober), 132-140.

15. Production-Line Approach to Services (Productivity)

Levitt, Theodore (1972), “Production-Line Approach to Services,” Harvard Business Review, 50 (September-Octo- ber), 42-52.

16. Knowledge Based Busienss (Sustainable Innovation)

Davis, S., J. Botkin. 1994. The coming of the knowledge-based business. Harvard Bus. Rev.72 (Sept./Oct.) 165-170.

17.Exploiting the Virtual Value Chain (Productivity)

Rayport, Jeffrey F. and John J. Sviokla (1995), “Exploiting the Virtual Value Chain,” Harvard Business Review, 73 (November/December), 14-24.

18. Surviving the Revolution

Karmarkar, Uday (2004).“Will You Survive the Services Revolution?,” Harvard Business Review, 82 (June) 100–108.

20. Making Mass Customization Work

Pine, Joseph B., II, Bart Victor, and Andrew C. Boynton (1993), “Making Mass Customization Work,” Harvard Business Re- view, 71 (September/October), 108-19.

21. Service Life Cycle of Products

Potts, G.W. (1988), ªExploiting your product’s service life cycleº, Harvard Business Review, Vol. 66 No. 5, pp. 32-5.

22. Beyond Products: Services-Based Strategy

Quinn, J.B., Doorley, T.L. and Paquette, P.C. (1990), “Beyond products: services-based strategy,” Harvard Business Review, Vol. 68 No. 2, pp. 58-67.

23. Unconditional Service Guarantees

C.W.L. Hart, “The Power of Unconditional Service Guarantees,” Harvard Business Review, 66(4) July-August 1988, 54-62

24. Governance

Mintzberg, Henry. 1996. Managing Government, Governing Management. Harvard Business Review74(3): 75-83.

25. IT

McAfee A, Brynjolfsson E. 2008. Investing in the IT that makes a competitive difference. Harvard Business Review 86(7–8).

26. Sell Services More Profitably

Reinartz, W. and Ulaga, W. (2008) How to Sell Services More Profitably, Harvard Business Review, 86: 90-96.

27. Downstream profits

Wise, R. and Baumgartner, P. (1999) Go Downstream: The New Profit Imperative in Manufacturing. Harvard Business Review, Sept-Oct, 133-141.

29. Experience Economy

Pine, B. Joseph and James H. Gilmore (1998), Welcome to the Experience Economy.Harvard Business Review.

31. Co-opting Customer Competence

Prahalad, C.K and Venkatram Ramaswamy (2000), “Co-opting Customer Competence,” Harvard Business Review, 78 (January- February), 79-87.

32. Strategy and the New Economics of Information

Evans, Philip B. and Thomas S. Wurster (1997), “Strategy and the New Economics of Information,” Harvard Business Review, 75 (September-October), 71-82.

33. Symbols for Sale

Levy, Sidney J. (1959), “Symbols for Sale,” Harvard Business Review, 37 (July–August), 117–24.

35. Reengineering works

Hammer, M. (1990). ‘Reengineering works: Don’t automate, obliterate’, Harvard Business Review, 68(4), pp. 104–112.

36. Lean Service Machine

Swank CK. The lean service machine. Harvard Bus Review 2003; 81(10):123-129, 38.

37. Fixing Health Care

Spear SJ. Fixing health care from the inside, today. Harvard Bus Review 2005;83(9):78-91.

41. Lessons in the Service Sector

Heskett, James L. (1987), “Lessons in the Service Sector,” Harvard Business Review, 87 (March-April), 118-26.

44. Learning to love the service economy

Canton, I. D. [1984] ‘Learning to love the service economy’, Harvard Business Review, may-June, 89-97.

45. Hearing the voice of the market

Barabba, Vincent and Gerald Zaltman (1991), Hearing the Voice of the Market. Cambridge, MA: Harvard Business School Press.

46. Information and Competitive Advantage

Porter, Michael E. and Victor E. Millar (1985), “How Information Gives You Competitive Advantage,” Harvard Busi- ness Review, 85 (July-August), 149-60.

47. Relationship marketing

Fournier, Susan Susan Dobscha, and David Glen Mick (1998), “Preventing the Premature Death of Relationship Marketing,” Harvard Business Review, 77 (January/February), 42-51

49. Trust and virtual organization

Handy, C. (1995). Trust and the virtual organization. Harvard Business Review, 73(3), 40-48.

50. Contextual marketing & Internet

Kenny, D., & Marshall, J. F. (2000). Contextual marketing: The real business of the Internet. Harvard Business Review, 78(6), 119-125.

51. Commoditization of Process

Davenport, T. The coming commoditization of processes. Harvard Business Rev. (June 2005), 100–108.

53. Knowledge Creating Company

Nonaka, I. The knowledge creating company. Harvard Business Review 69 (Nov–Dec 1991), 96–104.

56. Value Proposition

Anderson, J. C., Narus, J. A., & van Rossum, W. (2006). Customer value propositions in business markets. Harvard Business Review, 84, 90–99.

58. Restitching

Eisenhardt, K., and Brown, S. L. “Patching: Restitching Business Portfolios in Dynamic Markets,” Harvard Business Review (77:3), May/June 1999, pp. 72-82.

59. Coevolving

Eisenhardt, K., and Galunic, D. C. “Coevolving: At Last, a Way to Make Synergies Work,” Harvard Business Review (78:1); January/ February, 2000, pp. 91-102.

61. Strategy and the Internet

Porter, M. (2001) “Strategy and the Internet,” Harvard Business Review, March-April 2001, pp. 63-78.

62. Value Disciplines

Treacy, M., and Wiersema, F. “Customer Intimacy and Other Value Disciplines,” Harvard Business Review (71:1), January/February 1993, pp. 84-93.

65. Competitor collaboration

Hamel, G., Doz, Y. L., & Prahalad, C. K. 1989. Collaborate with your competitors-and win. Harvard Business Review, 67(1): 133-140.

70. Planning as Learning

DeGeus, Arie P. (1988), “Planning as Learning,” Harvard Business Review, 66 (March/April), 70-74.

71. Competing on the Eight Dimensions of Quality

Garvin, David A. (1987), “Competing on the Eight Dimensions of Quality,” Harvard Business Review, 57, 173-84.

72. Customer-Centered Brand Management

Rust, R. T., V. A. Zeithaml, K. N. Lemon. 2004. Customer-centered brand management. Harvard Bus. Rev. 82(9) 110-118.

74. Cultural Issues

Nonaka, Ikujiro (2007) The Knowledge-Creating Company. HBR.

M. Baba and J. Gluesing (1992), Knowledge creation:  Japan vs. the West, HBR 70(1):157-58.

75. Supply Chain

Bowersox, Donald J.  1990.  The Strategic Benefits of Logistics Alliances.  HBR 90(4):4-11.

76.  Service Worker Productivity

Drucker, Peter F.  1991.  The New Productivity Challenge.  HBR 91, November/December, 70-79.

77. Service Analytics

Davenport, T., Mule, L. D., & Lucker, J. (2011), Know what your customers want before they do. Harvard Business Review, 89, 84-92.

78. Service Excellence

Frei, F. X. 2008. The four things a service business must get right. Harvard Business Review 86(4): 70–

80.

79.  Value-cocreation

Ramaswamy, V., Gouillart, F., 2010, Building the cocreative enterprise, Harvard Business Review, Volume 88 (10): 100-109.

80. Customer Experience

Meyer, Christopher and Andre Schwager (2007), “Understanding Customer Experience,” Harvard Business Review, February 117–26.

81. Customer-Employee Interactions

Fleming, J. H., Coffman, C., & Harter, J. K. (2005). Manage your human sigma. Harvard Business Review, 83(7/8), 106–114.

83. Self-Service

Moon, Y. and Frei, F.X. (2000), “Exploding the self-service myth’’, Harvard Business Review, Vol. 78 No. 3, pp. 26-7.

84. Customers

Dougherty D, Marty A (2008). What service customers really want? Harvard Business Review, September: p. 22.

85. Customer loyalty

O’Brien, Louise and Charles Jones, “Do Rewards Really Create Loyalty?”, Harvard Business Review (May – June, 1995), 75–82.

86. Strategy

Allmendinger, G.; Lombreglia, R.; Four Strategies for the Age of Smart Services. Harvard Business Review, Oct2005, Vol. 83 Issue 10, pp.131-145.

87. Customer Satisfaction

Taylor, A. (2002, July). Driving customer satisfaction. Harvard Business Review, 24-25.

88. Quality and Productivity Tradeoff

Frei, Frances X. (2006), “Breaking the trade-off between efficiency and service,” Harvard Business Review, 84 (11), 92-101.

89. Service Innovation

Thomke, Stefan (2003), “R&D Comes to Services,” Harvard Business Review, 81 (4), 70-79.

91. Employees and Customers

Chun, Rosa, and Gary Davies. “Employee Happiness Isn’t Enough to Satisfy Customers.” Harvard Business Review 87.4 (2009): 19.

92. Service Quality and Customer Trust

Bell, Simon J. and Andreas B. Eisingerich (2007), ―Work With Me,‖ Harvard Business Review, 85 (March), 32.

93. Productivity

Merrifield, R., Calhoun, J., & Stevens, D. (2008). The next revolution in productivity. Harvard Business Review, June, 72–80.

94. Global Networks

Bartlett, C., & Ghoshal, S. 1989. Managing across borders: The transnational solution. Boston, MA: Harvard Business School Press.

100. Not-for-profit service

Harvey, P. D., and Snyder, J. D. (1987) Charities need a bottom line too. Harvard Business Review (January-February). Harvard Business Publishing, Boston.

 https://service-science.info/archives/2210

Production Line Approach Service System Design

 

Industrialization of services business model

https://en.wikipedia.org/wiki/Industrialization_of_services_business_model

Interesting Article

Creating Customer Value through Industrialized Intimacy

To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy.

by Peter Kolesar, Garrett van Rysin, and Wayne Cutler  

July 1, 1998

Consumer & retail/ Third Quarter 1998 / Issue 12

https://www.strategy-business.com/article/19127

Both manufacturing and services have their origins in craft production -- the village smith and cooper, the town barber and the household servant. More than a century ago, with the Industrial Revolution, manufacturers took great strides forward in productivity and quality by abandoning the craft production model in favor of mass production, standardization, division of labor and control, while service providers largely continued operating in a craft production mode. In the late 1960's, some service establishments began to move toward industrialization. Theodore Levitt , observing these trends, argued for bringing factory management concepts into the service industries -- the "industrialization of services" as he called it. 

https://typeset.io/papers/production-line-approach-to-service-4jk536rv2y

shows limited information on the paper AI application on the paper

Applicability of Lean Thinking in Service Industries

Khalil Amiroune

Entrepreneur

March 6, 2016

https://www.linkedin.com/pulse/applicability-lean-thinking-service-industries-khalil-amiroune/