Background
Schonberger, Richard John was born on July 7, 1937 in Devils Lake, North Dakota, United States. Son of Robert Theodore and Dorothy (Young) Schonberger.
( Japanese productivity and quality standards have fired...)
Japanese productivity and quality standards have fired the imagination of American managers, but until now there has been little explanation of how to do it -- how to apply Japanese methods at the actual operating level of U.S. manufacturing plants. This book shows you how, exposing otherwise well-informed westernized readers to a new world of management ideas. Author Richard J. Schonberger demonstrates that the Japanese formula for success is based on a number of specific, interrelated techniques -- stunning in their simplicity -- and he shows how these techniques can be put to work in American industries today. Here, in a clear, handbook format, are nine "lessons" for American manufacturers, introducing scores of techniques aimed at simplifying the overly-complex purchasing, inventory, assembly-fine, and quality-control processes of U.S. firms. At the heart of Japanese manufacturing success are two overlapping strategies: "just-in-time" production and "total quality control." Some American manufacturers already know a little about these methods, but Richard Schonberger provides the most comprehensive description of these techniques available: how they developed, how they all fit together, why they are so potent, and how they "snowball" -- unleashing a powerful chain reaction of productivity and quality control improvements each time more simplification is introduced. Japanese Manufacturing Techniques will change the way you think. Much of the received wisdom of American management -- "just-in-case" order quantities, statistical sampling for quality Control, and large inventory buffer stocks, for example -- is dismissed by the Japanese as muri, muda, mura: excess, waste, unevenness. In many cases, the Japanese technique is exactly the opposite of American practice ("just-in-time" ordering, quality control at the source, and elimination of buffer stocks altogether). By emphasizing practical techniques, Schonberger shows how you can implement new methods right away -- without waiting for government policy or market conditions or worker behavior to change. The techniques themselves will improve your productivity and quality, provide strategic advantages in gaining market share, and transform worker behavior. And the author backs his nine lessons with concrete examples of how Japanese techniques are being applied in U.S. plants today. Nearly 20 tables and figures illustrate the "lessons" given here, and a special appendix describes in full the Toyota-developed kanban inventory system, with the first explanation in English of single-card versus dual-card kanban. This remarkable book carries you beyond theories and concepts. It's for practical managers who want results: better quality control and greater productivity. Implement these simple steps, and you can begin improving your division's performance now.
http://www.amazon.com/gp/product/0029291003/?tag=2022091-20
(Will be shipped from US. Used books may not include compa...)
Will be shipped from US. Used books may not include companion materials, may have some shelf wear, may contain highlighting/notes, may not include CDs or access codes. 100% money back guarantee.
http://www.amazon.com/gp/product/B01FKTOCZ4/?tag=2022091-20
(In Synchroservice!, Schonberger, teaming up with Edward M...)
In Synchroservice!, Schonberger, teaming up with Edward M. Knod, Jr., targets leading-edge world-class excellence strategies for the service industry, giving you everything you need to design and execute a synchronized service strategy. Through practical advice gleaned from years of experience, the authors give you the insight to synchronize every aspect of your organization for improved customer service - and enhanced competitive advantage!
http://www.amazon.com/gp/product/0786302453/?tag=2022091-20
(Since the invention of double-entry bookkeeping, managers...)
Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence -- and reveals, with new benchmark data, how pioneers become dynasties. Schonberger's pathbreaking new research reveals that, from 1950 to 1995, while "financials" dipped and soared repeatedly, industrial decline and ascendancy correlated perfectly with inventory turnover -- one of two key nonfinancial indicators and a bedrock measure, along with customer satisfaction, of a company's power, strength, and value. In this immensely readable book, he captures these new metrics -- the true predictions of future success -- in 16 customer-focused principles created from self-scored reports supplied by over 100 pioneering manufacturers in nine countries. Armed with new world-class benchmark data, Schonberger redefines excellence in terms of competence, capability, and customer-focused, employee-driven, data-based performance. For front-tine associates to senior executives, Schonberger has written manufacturing's action agenda for the next decade. This book will be indispensable reading for manufacturing and general managers in all industries, as well as for pension fund managers, institutional investors, stock analysts, and stockbrokers.
http://www.amazon.com/gp/product/1476747342/?tag=2022091-20
(World Class Manufacturing Casebook: Implementing JIT and ...)
World Class Manufacturing Casebook: Implementing JIT and TQC - Large Print World Class Manufacturing Casebook: Implementing JIT and TQC - Large Print by Schonberger, Richard J ( Author ) Paperback Sep- 1995 Paperback Sep- 19- 1995
http://www.amazon.com/gp/product/B000OA0A4M/?tag=2022091-20
( In his best-selling book Japanese Manufacturing Techni...)
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.
http://www.amazon.com/gp/product/0029292700/?tag=2022091-20
( This casebook, designed as a companion volume to Richa...)
This casebook, designed as a companion volume to Richard J. Schonberger's World Class Manufacturing: The Lessons of Simplicity Applied, contains 26 cases that let students of WCM concepts solve actual JIT and TQC implementation problems in a wide variety of manufacturing and corporate settings. For readers with specific concerns, each case lists the topics covered (i.e., kanban, total preventive maintenance, partnership with customer) and each case includes questions on issues that companies commonly face in implementing WCM concepts. Dr. Schonberger also explains two JIT and TQC concepts not previously published -- micro-JIT analysis of shop-floor conditions by ratios and the "naturalistic" approach to quality improvement.
http://www.amazon.com/gp/product/0029293405/?tag=2022091-20
(In his best-selling book Japanese Manufacturing Technique...)
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.
http://www.amazon.com/gp/product/1416592547/?tag=2022091-20
(Richard Schonberger, in his fourth and most important boo...)
Richard Schonberger, in his fourth and most important book yet, introduces a powerful new concept: that the many links between and within the four main business functions -- design, operations, accounting, and marketing -- form a continuous "chain of customers" that extends to those who buy the product or service. Everyone has a customer -- the next department, office, shop, or person -- at the hundreds of pioneering companies Schonberger has studied throughout the world. Schonberger demonstrates the universality of customer wants: Both the next and final customers want ever better quality, quicker response, greater flexibility, and lower cost. This condition provides a common strategy and calls for common methods to be used across the organization. Every employee is a data gatherer and analyst, unearthing more and better ways to provide for these customers' wants -- before the competition does so. As the new thinking and methods permeate every comer of the firm, they topple departmental walls and adjust gang-like mind-sets and "them-versus-us" attitudes. Performance is no longer measured by internal costs but by improvement as seen by the next customer; direct control of causes generally replaces after-the-fact control of costs. Design is brought out of isolation. Finally, with the rest of the firm reoriented toward customer service, marketing escapes from a "negative" mode -- covering up for failures -- to a positive one -- crowing about the firm's competence and ability to improve. With the close attention to detail for which he has become famous, Schonberger constructs a blueprint for unifying corporate functions, brilliantly describing the new microcosms that will make up the company of the 1990s -- focused teams of multi-skilled, involved employees arranged according to the way the work flows or the service is provided -- that compose the chain of customers. Aetna, for example, is organizing customer-focused teams that cut across underwriting and the administrative functions. At Hewlett-Packard, teams of marketing, manufacturing, and R&D people have already gone through several iterations of "activity-based costing", which provides product designers with previously unavailable data for shaving costs throughout product life cycles. And at Du Pont, even production people on the factory floor are involved in assessing competitors' product quality and probable costs and methods. Through these and hundreds of other real company examples, Schonberger shows how the customer-driven chain of action leads directly to the kinds of bottom-line performance that have been so elusive to executives who manage at a distance "by the numbers" -- namely, higher profits, greater security, and gains in market share at the expense of the laggard competion.
http://www.amazon.com/gp/product/1416573305/?tag=2022091-20
Schonberger, Richard John was born on July 7, 1937 in Devils Lake, North Dakota, United States. Son of Robert Theodore and Dorothy (Young) Schonberger.
Bachelor of Science, U.N.D., 1961; Master of Arts, U. Iowa, 1969; Doctor of Philosophy, U. Nebraska, 1971.
Industrial engineer, United States Naval Repair Facility, San Diego, 1961-1962; industrial engineer, McClellan Air Force Base, Sacramento, 1964-1966; industrial engineer, United States Army Management Engineering Training Agency, Rock Island, Illinois, 1966-1969; managing analyst, United States Naval Supply Depot, Guantanamo Bay, Cuba, 1962-1964; teaching assistant department management, U. Nebraska, 1969-1971; professor, U. Nebraska, 1971-1986; George Cook Distinguished Professor, U. Nebraska, 1986; president, Schonberger & Associations, Inc., Lincoln, Nebraska, 1983-1986; president, Schonberger & Associations, Inc., Seattle, since 1986.
(Richard Schonberger, in his fourth and most important boo...)
(World Class Manufacturing Casebook: Implementing JIT and ...)
( Japanese productivity and quality standards have fired...)
(Since the invention of double-entry bookkeeping, managers...)
( In his best-selling book Japanese Manufacturing Techni...)
(In his best-selling book Japanese Manufacturing Technique...)
(Japanese Manufacturing Techniques-nine hidden lessons in ...)
( This casebook, designed as a companion volume to Richa...)
(In Synchroservice!, Schonberger, teaming up with Edward M...)
(Will be shipped from US. Used books may not include compa...)
Member Institute Industrial Engineers (Production and Inventory Control award 1987), American Production and Inventory Control Society (board advisors book series since 1988), American Society for Quality Control, Society Manufacturing Engineering.
Married Nancy Louise Sell, September 10, 1960. Children: Steven John, Clayton James.