engineering management taylorism, deming and japan

Engineering ManagementEngineering Management

Taylorism, Deming and Japan

``Reflection and fancy are subject to err, but a habit of moving the hand, or the foot, is independent of either. Manufactures, accordingly, prosper most where the mind is least consulted, and where the workshop may, without any great effort of imagination, be considered as an engine, the parts of which are men."

Adam Ferguson 1767

Taylor’s Four Principles of Scientific Management

1. `Know-how’ can be replaced by scientific knowledge.

2. The worker can be educated and rewarded for using this knowledge

3. A spirit of cooperation must be instilled between workers and management.

4. Management must share a role in organising the work

Henry Ford, inventorof moving assembly line.

``Owing to the extensive use of machineryand the division of labour, work…has lostall individual character, and, consequently,all charm for the workman. He becomes anappendage of the machine, and it is onlythe most simple, most monotonous andmost easily acquired knack that is required of him.’’

``Owing to the extensive use of machineryand the division of labour, work…has lostall individual character, and, consequently,all charm for the workman. He becomes anappendage of the machine, and it is onlythe most simple, most monotonous andmost easily acquired knack that is required of him.’’

Karl Marx, The Communist Manifesto, 1848

Taylor’s Four Principles of Scientific Management

1. `Know-how’ can be replaced by scientific knowledge.

2. The worker can be educated and rewarded for using this knowledge

3. A spirit of cooperation must be instilled between workers and management.

4. Management must share a role in organising the work

CEO Pay as a multiple of Average Worker Pay

Deming’s 14 Points (short version)

1. Let the workers monitor, understand and control their work.

2. Eliminate fear

Deming’s 14 Points (short version)

1. Let the workers monitor, understand and control their work.

2. Eliminate fear

`Virtually every worker at Saturn feels he or she isresponsible forthe success of thedivision…’

Technology Review