i2b W12 production & quality revolution
Summary
TLDR産業革命の真の始まりは19世紀後半から20世紀初めに見られる大規模な生産の「マス化」と経済規模の拡大です。科学的な生産管理の提唱者であるフレデリック・テイラーは、標準化された部品やスムーズなサプライチェーンを重視し、人々の介入を最小限に抑える「テイラー主義」を提唱しました。しかし、その後の製造業の課題を解決するために、エルトン・メイヨが労働者への優しい対応が生産性向上に寄与することを発見し、その後の日本の製造業の成功には、現場での改善活動「カイゼン」が不可欠でした。また、第二次世界大戦後のアメリカの製造業の復興や、中国の「世界工場」としての台頭など、製造業の進化とグローバル化が、製品の品質向上と価格の低下に寄与しています。
Takeaways
- 🏭 産業革命は19世紀初頭からではなく、19世紀後半から20世紀前半にかけて大量生産が広がり、大企業が経済規模と範囲の拡大を遂げた。
- 🔬 19世紀後半から20世紀初頭にかけて、科学的な生産管理方法が確立され、標準化された部品やスムーズなサプライチェーンの重要性が強調された。
- 🤖 フレデリック・テイラーは科学的な生産管理の強力な支持者であり、その方法は人々に「准自動機械」として扱うことを意図していた。
- 👷 労働者のモチベーション低下を防ぐために、自動化された生産プロセスによって労働者が機械と競争することを好ましいと考えていた。
- 🔍 エルトン・メイヨは生産性向上や品質向上の研究を行い、労働者の待遇が生産性に与える影響を発見した。
- 🌟 メイヨの研究は、労働者への良い待遇が生産プロセスの改善に寄与することを示唆した。
- 🇺🇸 アメリカの生産改革は、メイヨの研究に基づいて20世紀中盤に形成され、その後日本に取り入れられ、生産性向上に貢献した。
- 🏅 デミンは品質生産と革新を重視し、日本の製造プロセスに大きな影響を与えた。
- 🌐 戦時経済は大規模な製造業の専門化を促進し、戦後の民間産業にそのノウハウが伝えられた。
- 👩🎤 女性は戦時経済で重要な役割を果たし、生産や製造の標準化に貢献した。
- 🌐 グローバルな製造業の標準化と品質追求、IT技術の進歩により、製品の品質と機能が向上し、競争力が高まった。
- 📉 大量生産と標準化は製品価格を低下させ、顧客が高品質な製品をより低い価格で入手できるようになった。
- 🛍️ 顧客の新しいニーズに応えるための深い洞察力と効果的な創造性デザインが、企業の持続可能な競争優位の鍵となっている。
Q & A
産業革命はいつから始まったと一般的に考えられますか?
-産業革命は19世紀初めから本格的に始まったと一般的に考えられていますが、実際には19世紀後半から20世紀前半にかけて大量生産の時代が到来しました。
大量生産時代の特徴は何ですか?
-大量生産時代は大規模企業の登場、経済規模と範囲の拡大、連続的な生産プロセスの改善、そして科学的管理方法の確立を特徴としています。
フレデリック・テイラーとはどのような人物ですか?
-フレデリック・テイラーは生産管理の科学的アプローチを主張し、標準化された部品やスムーズなサプライチェーンの重要性を説いた人物です。彼の科学管理は人々に「テイラー主義」と呼ばれ、生産ライン上で人を準機械的なものに見なすことがあります。
テイラー主義の欠点は何ですか?
-テイラー主義は人々の創造性や柔軟性を抑制し、労働者を機械のように扱うため、人々のモチベーションを低下させる可能性があります。
エルトン・メイヨとはどのような研究者ですか?
-エルトン・メイヨは労働環境と生産性、品質向上の関係を研究し、労働者の待遇が生産性に与える影響を発見した研究者です。彼の研究は労働者の待遇が生産プロセスに与えるポジティブな影響を示しました。
日本の製造業における改善の文化とは何ですか?
-日本の製造業における改善の文化は、現場の労働者たちが品質向上や無駄の排除を目指して積極的に改善活動に取り組む「カイゼン」です。
デミング賞とは何ですか?
-デミング賞は品質生産と革新を重視するW.エドワーズ・デミングによって設立された賞で、日本の製造業において優れた業績を認められる企業に授与されます。
第一次世界大戦と第二次世界大戦は産業化にどのような影響を与えましたか?
-戦争は大量の軍需品を生産する必要性から、大規模な組織化された産業と生産の専門化を促進しました。また、戦後の経済復興のために生産効率の向上が求められました。
アメリカの製造業はどのように復興しましたか?
-アメリカの製造業は、日本の生産管理の教訓を取り入れ、改善することで復興しました。日本の成功した手法を取り入れ、アメリカ独自の生産技術を開発しました。
グローバルな製造業の変化の特徴は何ですか?
-グローバルな製造業の変化の特徴は、コストの最適化のために生産拠点を移動することや、リアルタイムデータ共有を可能とする情報技術の進歩による生産の遠隔地化です。
製造品の価格下がりの背景にある要因は何ですか?
-製造品の価格下がりの背景にある要因は、生産の合理化、標準化、品質追求、IT技術の利用、そして無駄の排除です。これにより、高品質な製品をより低いコストで提供することが可能となりました。
顧客ニーズへの対応はどのように変化しましたか?
-顧客ニーズへの対応は、深い顧客理解と効果的な創造性デザインの適用によって、顧客の新しいニーズに創造的な方法で応えるようになりました。
Outlines
🏭 大規模生産の時代と科学管理
19世紀後半から20世紀初頭にかけて、産業革命は大量生産の時代を迎えました。この時期には、大きな企業が経済規模と範囲の拡大を遂げ、連続的な生産プロセスを科学的に洗練しました。フレッドリック・テイラーは生産の科学的なアプローチを主張し、標準化された部品やスムーズなサプライチェーンを重視しました。しかし、彼の科学管理は人々の機能を最小限に抑えるためのものです。その後、生産ライン上の労働者が機械と競争することで生産性を高めるという考え方から、労働者に対する質の問題やストライキが生じました。その後の改善の試みとして、エトン・メイヨが労働環境の改善が生産性向上に寄与することを示しました。
🌏 戦時経済と産業合理化
戦時経済は産業の合理化に大きなインパクトを与えました。軍事注文や軍隊内の組織構造が生産プロセスやサプライチェーン管理の基礎を築きました。第二次世界大戦後のアメリカ、イギリス、ドイツでは、軍隊で得た経験を民間企業に持ち込み、生産組織を改善しました。また、女性が戦時経済に寄与し、生産の標準化や組織化を社会全体に広げました。日本では、戦後の繁栄と所得倍増の時期に、産業合理化の成果が示されました。
📈 グローバルな生産と技術の進歩
生産の場所と専門知識の切り離し、I.T革命、リアルタイムデータ共有が生産のグローバル化を促進しました。中国の台頭により、世界市場における製造業の動向が変化し、企業は自国の製造基盤を知識ベースの企業へと変えました。これにより、製品の品質と機能が向上し、顧客ニーズに応えるための創造性と顧客理解が企業の競争優位につながりました。
Mindmap
Keywords
💡産業革命
💡科学的な生産管理
💡テイラー主義
💡カイゼン
💡エルトン・メイヨ
💡デミング賞
💡ジェンバ
💡無駄(ムダ)
💡第二次世界大戦
💡情報技術
💡グローバルな製造
Highlights
The Industrial Revolution's mass production era began in the second half of the 19th century and continued into the 20th century.
Large-scale enterprises emerged, capturing economies of scale and scope with continuous throughput production processes.
Frederick Taylor advocated a scientific approach to production control, emphasizing standardized parts and smooth supply chains.
Taylor's scientific management aimed to minimize human error in production, leading to a pessimistic view of workers' abilities.
Elton Mayo's research showed that treating employees well could improve productivity and quality.
Mayo's study found that middle managers' kindness to staff improved the quality of work during his observation.
Early to mid-20th century production reforms in the U.S. were influenced by Mayo's findings on employee treatment.
W. Edwards Deming's focus on quality production and innovation influenced Japanese manufacturing practices.
Japanese manufacturing embraced a culture of continuous improvement, known as kaizen, and the elimination of waste (muda).
Post-war Japan's success was attributed to its ability to produce high-quality goods efficiently and cost-effectively.
The professionalization of manufacturing was significantly influenced by wartime economies and military principles.
Veterans from WWII brought organizational and logistical knowledge from the military into the private sector.
The role of women in wartime economies contributed to the spread of manufacturing norms throughout society.
The U.S. experienced a revitalization of manufacturing by re-importing and adapting Japanese production management techniques.
Globalization led to the decoupling of production sites from their place of origin, with China emerging as a manufacturing hub.
Advancements in IT and real-time data sharing facilitated the coordination of production across distant locations.
The combination of standardization, quality pursuit, and IT has significantly reduced the cost of manufactured goods.
Modern consumers expect high-quality products at any price point, a standard set by past premium products.
Companies now focus on deep customer insights and creativity to meet new needs, as operational capabilities are taken for granted.
Transcripts
although we often think of the
industrial revolution as of course
starting in earnest in the early 19th
century it's really from the second half
of the 19th century in the first half of
the 20th century
that we see the massification of
production the creation of large-scale
enterprises capturing enormous
economies of scale and scope with
the continuous throughput production
process
being refined in a quite scientific
fashion
from the late 19th century and into the
first decades of the 20th century
and we see some people like frederick
taylor for example very strong advocates
of a scientific approach to the control
of production
focused on standardized parts and
smooth supply chains and as much as
possible
in a rather pessimistic view of
particularly taylor's
scientific management scientific
approach
so-called scientific approach to
production
minimizing the scope for human beings to
mess it up
so very often taylorism is seen as in
some sense
turning people into quasi machines on
the production line
taylor himself had a rather pessimistic
view of workers he thought that they
would slacken off at every opportunity
so insofar as the operators of machines
on a production line were to some degree
disciplined by the automated process of
production
forcing him to keep up with the machines
he thought that was a good thing
of course there were many quality
problems associated with that
and we saw subsequent attempts to try
and
overcome problems in manufacturing
where employees would either go on
strike
and completely bring production lines to
a stop or just simply would not
be a force for continuous innovation in
the japanese sense kaizen
one researcher who subsequently had
enormous influence on thinking about the
organization of work was someone called
elton mayo
like mayonnaise mayo elton mayo he
went and studied a manufacturing plant
looking at the sources of productivity
improvement
quality improvement and an interesting
effect of him
observing the manufacturing was that
quality actually improved while he was
there
doing his study when he looked more
carefully into it what he found was that
actually what was happening
was that the middle managers who were
managing the
factory workers were actually being nice
to the staff because he was there
and one of his takeaway lessons in the
end was actually if you treat your
employees pretty well
rather than causing machines and
threaten them for example
especially if they certainly go on
strike because of poor conditions
then the factory workers can take a
certain pleasure in their work
and they can contribute to improving
productive processes
and so we saw that these ideas became
very much
encapsulated in early 20th century mid
20th century
production reforms in the united states
and then those ideas were imported into
japan
people like deming for example very much
focused on
recognizing quality production and
innovation
gave his name to the deming award here
in japan which is a
very honourable achievement for any
japanese company
in manufacturing processes so we see
that japan
probably more than anywhere at a certain
period in the 60s and 70s and the 1980s
were able to create a very healthy
culture workplace culture on the gemba
on the factory floor and
effectively have people working
positively
to try and improve the quality
of the manufacturing process to try and
get rid of muda
no waste and so this has been a key
driver of japan's post-war manufacturing
success
that ability to produce reliable
high-quality goods in a timely fashion
and with effectively
decreasing uh marginal costs over time
so effectively allowing
that competitive dynamic we've talked
about earlier of price down
costs down but before we talk
further about these issues of japan's
competitiveness
we need to go back a little bit though
and remind ourselves that one of the
drivers indeed for the massification of
manufacturing
it's actually a sadder truth about the
late 19th century in the first half of
the 20th century
increasing great power rivalry the
rivalry between
nation states which then led to the
tragedy of world war one and in world
war
ii saw the rise of mass armies organized
on
modern organizational principles being
served by
mass manufacturing that actually
significant
impetus to the professionalization of
manufacturing
comes about through wartime economies
and
that's a often neglected aspect when we
talk about the rise of
industrial efficiency the large-scale
enterprise
we take it for granted these days with
modern high quality
production produces so many goods of
outstanding
quality at a relatively low price
that a lot of the know-how in terms of
basic manufacturing processes in terms
of organizing labor in supply chain
management and whatnot
were either developed in response to
military orders or sometimes
had their initial developments
particularly organizational terms
within the military and themselves
after world war ii of course many people
who had served in the military then
went to work for the private sector this
is particularly in the the united states
britain and germany to some degree so
unsurprisingly they
brought a mindset about organizational
structures
logistics and supply and so many other
aspects
of that experience particularly as young
men in
military service they brought that then
into
corporate organization and the
organization of production
of course one other element that's often
forgotten is the
incredibly important role of that women
played
in some wartime economies this was
actually particularly
true in the united states and in the uk
france in in world war one for example
to some degree in japan as well
so that actually some of the norms of
production and or the organizing of
manufacturing and whatnot
spread throughout society as a whole
because of of those wartime experiences
it's certainly in a japanese context
made many people
more inclined to reconcile themselves to
the logic of industrial life
the trade-offs for example in terms of
environmental impacts from mass
production with pollution for example
and on the other hand positive economic
growth that led to
japan's rapid prosperity
returned prosperity uh and into the
1960s the income doubling period for
example in 1970s and the 1980s
subsequently we do see that other
societies other economies that once were
written off
as has having passed their heyday in
terms of say manufacturing and
particularly the united states in the
1980s
looks like it very much lost out to
japan we do see
a significant revitalization of american
manufacturing
because many of the lessons that japan
had developed effectively
starting with lessons from american
production management japan had imported
those
uh refined them made them work so well
for japan america was able to re-import
many of those lessons a final thing of
course
is the increasing
decoupling of place and
production know-how that
more and more companies not just in
japan and united states but
companies from many many countries
have been able to move their production
sites to the lowest cost location
so we see of course the emergence of
china from the late 1980s into the 1990s
in many ways as the
the factory of the world and so
companies increasingly
that once had a strong manufacturing
base at home
are now predominantly knowledge based
enterprises
that have very strong knowledge of how
to actually manufacture production
wherever it happens to be located in the
world
an underlying reason for this ability
to shift production from one place to
another
is of course ever more reliant reliable
transport and communications technology
particularly the
information technology the i.t
revolution of being able to have
real-time data sharing
has meant that it's been much easier to
coordinate production
across quite distant locations and so
the vast majority of goods that we would
buy
say in japan today invariably have many
components that have
have cross borders and sometimes
multiple borders
to come together for final assembly in a
third place very often
such as china and then come to the
market
here so we see in
general this coming together of
massification standardization the
pursuit of quality
the use of i.t and new technologies such
as
laser scanning and and other
technologies
to make sure that there is no waste
there is no muda
uh that uh foodie or in that poor
products don't get through and into the
through the production and distribution
process into the hands of customers
that all of these technologies have come
together to actually dramatically bring
down the price of manufactured goods
uh to a point now we always
expect uh pretty much at any price point
a product to meet basic functional
and quality standards that in the past
may have been associated with premium
products
one only needs to go into unicode for
example and see how cheaply
but how how well made so many things
can be this has a lot of implications
for the sustainable competitive
advantage of societies
it does mean for example that when we
take this these operational capabilities
these production and distributional
capabilities for granted
the competitive advantages competitive
the competitive advantages of companies
increasingly come down to their ability
to meet
new needs that customers have in really
creative ways
so deep customer insight and
very effective creativity applied design
to meet customer needs so in short we
have in a sense
become quite spoiled by the astonishing
developments
in human capability to streamline
standardize organize production and
distribution
across the planet quite literally
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