5 Rules of Production: Production Management for Senior Managers
()
About this ebook
In order to understand production correctly, it must be learnt and experienced.
Not in the lecture hall – but on the shopfloor!
Like every other discipline, the production too is a field of enterprise with its own rules and structures. Comparable with a kitchen. It gives recipes and in-gredients, pots and other utensils, which the cook can use to create a symposium of a treat. A top cook learns the hard craft over several years; despite that the taste is not of the same quality for every cook.
An example for this: A champion cook writes a cookery book, wherein he lists and describes the ingredients, mentions exact quantities and discloses his very precise recipe, so that just about everything is explained and described. Do you really believe that it tastes as good if it is cooked by someone else? Perhaps, however, it will always taste differently and never the same.
To the question, as to why this is so, there can only be one explanation:
„Not everyone can cook!“
And that is how it is also with the production. Production must be understood.
Whosoever thinks that he has learnt production in the university makes a mistake. Production is learnt on the shopfloor, starting from scratch. On the production line and not in the lecture hall.
And one thing is certain: Production is more complex than one thinks.
Marcus Karl Haman
Marcus Karl HAMAN, MSc, studierte, nach seiner Ausbildung zum Starkstrommonteur und Werkmeister, Prozess- & Qualitätsmanagement an der Donau Universität Krems, Supply Chain Excellence an der Georgia Tech USA, bzw. an der alcala Universidad in Spanien. In seiner internationalen beruflichen Laufbahn konnte er alle Ebenen einer produktiven Organisation kennen lernen. Vom "blue collar" Werker bis zu Top Management Positionen internationaler Konzerne, konnte Marcus Haman Erfahrungen in der Automobilindustrie, sowie anderen Industrien sammeln und diese mehrfach gewinnbringend umsetzen. Für weitere Informationen besuchen Sie bitte die Webseite: www.haman.at oder www.hca-consulting.at
Read more from Marcus Karl Haman
production management for managers interim management for beginners: exclusive insight for the interim manager of tomorrow. Well-founded. Instructive. Pioneering. Rating: 0 out of 5 stars0 ratings
Related to 5 Rules of Production
Titles in the series (3)
5 Rules of Production: Production Management for Senior Managers Rating: 0 out of 5 stars0 ratingsCommunication in the Production: Production Management for Senior Managers Rating: 0 out of 5 stars0 ratings5 Rules of Operative Optimization: Production Management for Managers Rating: 0 out of 5 stars0 ratings
Related ebooks
5 Rules of Operative Optimization: Production Management for Managers Rating: 0 out of 5 stars0 ratingsIdentifying Mura-Muri-Muda in the Manufacturing Stream: Toyota Production System Concepts Rating: 5 out of 5 stars5/5Smart Manufacturing: The Lean Six Sigma Way Rating: 0 out of 5 stars0 ratingsLean Manufacturing A Complete Guide - 2019 Edition Rating: 0 out of 5 stars0 ratingsLet's Fix It!: Overcoming the Crisis in Manufacturing Rating: 0 out of 5 stars0 ratingsFinancial Business Intelligence: Trends, Technology, Software Selection, and Implementation Rating: 0 out of 5 stars0 ratings5S- The True Mean to Enhance Productivity and Work Value for Customers: Toyota Production System Concepts Rating: 5 out of 5 stars5/5Jidoka: The Toyota Principle of Building Quality into the Process Rating: 4 out of 5 stars4/5Simulation-based Lean Six-Sigma and Design for Six-Sigma Rating: 3 out of 5 stars3/5Voice of the Customer VoC Second Edition Rating: 0 out of 5 stars0 ratingsProof of The Pudding Is In The Making Of It: Is Production and Operations Management So Simple! Rating: 0 out of 5 stars0 ratingsOperations Management A Complete Guide - 2021 Edition Rating: 0 out of 5 stars0 ratingsManufacturing operations management A Complete Guide Rating: 0 out of 5 stars0 ratingsKanban the Toyota Way: An Inventory Buffering System to Eliminate Inventory Rating: 5 out of 5 stars5/5How to Enhance Productivity Under Cost Control, Quality Control as Well as Time, in a Private or Public Organization Rating: 0 out of 5 stars0 ratingsLean On!: Evolution of Operations Excellence with Digital Transformation in Manufacturing and Beyond Rating: 0 out of 5 stars0 ratingsA Complete Guide to Just-in-Time Production: Inside Toyota's Mind Rating: 5 out of 5 stars5/5Lean Six Sigma QuickStart Guide: The Simplified Beginner's Guide to Lean Six Sigma Rating: 4 out of 5 stars4/5Quality Engineering A Complete Guide - 2021 Edition Rating: 0 out of 5 stars0 ratingsModern Manufacturing Leadership 101: 7 Steps to Exceptional Leadership Rating: 0 out of 5 stars0 ratingsConnected Corporation: How Leading Companies Manage Customer-Supplier All Rating: 0 out of 5 stars0 ratingsFood and Beverage Packaging Technology Rating: 0 out of 5 stars0 ratingsOperations Strategy A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratingsOperations Management For Dummies Rating: 0 out of 5 stars0 ratingsHow to Create Continuous Production Flow?: Toyota Production System Concepts Rating: 5 out of 5 stars5/5Overall Equipment Effectiveness OEE A Clear and Concise Reference Rating: 0 out of 5 stars0 ratingsLean Management: The Essence of Efficiency Road to Profitability Power of Sustainability Rating: 5 out of 5 stars5/5
Production & Operations Management For You
Traction: Quadruple Your Business Immediately With These Marketing Techniques Rating: 2 out of 5 stars2/5Summary of The Goal: by Eliyahu M. Goldratt and Jeff Cox | Includes Analysis Rating: 5 out of 5 stars5/5Working Backwards: Insights, Stories, and Secrets from Inside Amazon Rating: 4 out of 5 stars4/5Execution (Review and Analysis of Bossidy and Charan's Book) Rating: 0 out of 5 stars0 ratingsThe Bullet Journal Method: Unleashing Your Creativity And Organization Rating: 0 out of 5 stars0 ratingsSuccessful Business Process Management: What You Need to Know to Get Results Rating: 2 out of 5 stars2/5Product Management For Dummies Rating: 5 out of 5 stars5/5The McGraw-Hill 36-Hour Course: Lean Six Sigma Rating: 0 out of 5 stars0 ratingsThe Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer Rating: 4 out of 5 stars4/5Summary of High Output Management: by Andrew S. Grove| Includes Analysis Rating: 0 out of 5 stars0 ratingsOperations Management For Dummies Rating: 4 out of 5 stars4/5The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done Rating: 4 out of 5 stars4/5Evernote: Advanced Step by Step Guide on How to Arrange Your Life With Evernote Rating: 5 out of 5 stars5/5The E-Myth Chief Financial Officer: Why Most Small Businesses Run Out of Money and What to Do About It Rating: 0 out of 5 stars0 ratingsDesign Thinking for Beginners: Innovation as a Factor for Entrepreneurial Success Rating: 5 out of 5 stars5/5Strategic Economic Relationships: Contracts and Production Processes Rating: 0 out of 5 stars0 ratingsImproving Your Project Management Skills Rating: 0 out of 5 stars0 ratingsNumbers Rule Your World: The Hidden Influence of Probabilities and Statistics on Everything You Do Rating: 4 out of 5 stars4/5Hustle and Float: Reclaim Your Creativity and Thrive in a World Obsessed with Work Rating: 4 out of 5 stars4/5Operations Management Rating: 0 out of 5 stars0 ratingsOrganizational Design Rating: 5 out of 5 stars5/5Six Sigma Yellow Belt: Introduction to Lean six Sigma Methodology for Beginners Rating: 0 out of 5 stars0 ratingsGroup Home Staffing and Training Manual Rating: 0 out of 5 stars0 ratings
Reviews for 5 Rules of Production
0 ratings0 reviews
Book preview
5 Rules of Production - Marcus Karl Haman
thinks.
THE 5 RULES OF PRODUCTION
Rule 1 Management is a matter of culture – Provide a culture, which not only allows a continuous and durable improvement but also promotes and demands it.
Rule 2 Move processes – Processes bring definition in to your organisation, if these are clearly described and measurable. If processes are measurable, then your organisation is measurable.
Rule 3 Characteristic numbers show the path – through reproducible results the potentials are indicated, which must be used in order to survive in the market and in order to develop oneself further.
Rule 4 With system and method on to the objective-Structured procedures can be reproduced and they are significant. Use tested methods consistently in order to intercept problems effectively.
Rule 5 Customers and Suppliers – together we are strong! – A partnership has many advantages. Through professional behavior win the confidence of the customer. To strive for a partnership is a significant objective. It is profitable for both the parties!
Rule 1- MANAGEMENT IS A MATTER OF CULTURE!
Inclusion of all the colleagues
GOK – Together Open and Consistent
Team oriented
To encourage colleagues and to make demands on them
Praise and criticism is necessary
Culture is always experienced from top downwards
Solving a problem is a matter of culture
Inclusion of all the colleagues
Whosoever believes that he knows everything better makes a mistake! Especially when we are dealing with organizations. Unutilized potentials, which are slumbering on the shopfloors, must be woken up and used in a manner, which is profitable for the undertaking. Ask your colleagues, and they will thank you for it. Everyone wants to be a part of the success story and nothing motivates better than success. Use this chance to become more successful with the team.
No one knows more about the respective place of work than that or those worker(s), who are active there for 8 hours or more, day after day. A machine operator, who stands next to ‘his’ machine every day, immediately hears the changed sounds, which nobody else registers. These are enormously important, since these noises mostly signal negative changes of the condition of the machine and with high probability there is something in disorder. He knows the machine, the plant or the appliance. He immediately recognizes every change. Similarly the colleague knows the defect, which disturbs him every day, or prevents him from reaching his goal. Which faults the plant or the machine has. Which improvements he would like to have, and where the ‘shoe’ pinches the most. He wants only to be asked. He does not come up on his own, since he fears that he would appear or be perceived as bothersome or as unpleasant. To feel to be taken along and to be integrated as a part of the team, namely to feel as belonging to the team, is motivating and inspiring
The colleagues cannot be motivated. However, an environment can be created, wherein the colleagues feel well and which offers them the possibility to motivate themselves.
A suggestion system in the factory helps in the integration of all the colleagues to collect ideas and to use the