Tuesday, October 5, 2010

Canon revolution: the producers return to the "complete man"

Conveyor belt production was negative

A production line, connected by a conveyor belt, workers have been fixed in a particular location, specify the installation or plug in some parts, and finally form a finished product. It is well known to modern production methods, the biggest advantage is that every worker had been fixed in the production of one part of Xian, the simply repeated in a Wanquanchanpin Zhong some parts of the Anzhuang or placement. Workers do not need the background of how complex knowledge and skills, do not need to spend time training, just a simple practice of skills education and action. Workers into the production process of "entry costs" and "operating costs" very low. So "specialized" greatly improved operational efficiency.

In 1998, when Japan's Canon of certain products (such as color copiers, digital cameras, etc.) of production back to Japan from abroad, the production of non-belt-style approach, a herald of new enterprises and social development in the future future production revolution began. After several years of operation, the revolution to victory.

In this new mode of production, the workers assembled in the same position a full product can assemble their own needs and experience gained in the assembly and experience, select, adjust and improve the process of assembly operations. A finished product and not through the cooperation of all workers to complete, but by several workers (small teams or small units) work even The workers from the hands of a generation, specialized or professional to be integrated, or whole of place. Because of this, this production mode is called "cell production model."

From 1998 to 2002, Canon in Japan will be 66,000 feet of conveyor belt discarded, while in Japan the total cost of production compared with the greatly increased production bases abroad, but from 1998 to 2003, this revolutionary mode of production help reduce the 27,000 Canon labor, while improving labor productivity 50 percent, saving 72 million square meters of factory space for storage of inventory, enables Canon parts and equipment for the storage of the number of rented warehouse was reduced from 37 to 8, cut 2.8 billion of real estate costs. As the quality and performance advantages, but to promote rapid growth in demand and profits increased significantly.

"Canon revolution" is a conveyor belt-style production of the negative, is very typical of system innovation. In the new model, working relationship between the manufacturing of products is no longer a simple relationship between the local operation, the worker itself is no longer just a big machine, "screws", every worker has had an overall product concept, working itself into the overall product pilots. Everyone associated with a product as a whole, the local production system and technology is easier and technological innovation in product innovation breakthroughs.

Human basis of enterprise efficiency

In Canon's new production mode, working really become a "person", or at least partially achieved for the "people" return. Grassroots workers, is no longer a conveyor belt under way for the machinery and equipment replacement or extension of the simple. As workers become "people", as "people" have been a number of strengths and play to display their enterprise the benefits of growth on a "human" basis.

Look at the history of 20th century management theories, both Taylor and Fayol's "scientific management", or Max Weber's organization theory, Maslow's management of psychology seems to have had an evolution of human values found in leads, business management is also generally the case in the history of evolution. However, careful analysis easy to find, management theory and management of the history of history, all have obvious about who the "dual management" --- in the management of features, only managers are "people", was manager then as machinery and equipment or raw materials and other production factors, not the real "person."

For example, human Ziyuan configuration De theory and practice shows, is configured to people, but is a resource, the manager Zhe Yang's "people", Genjushengchan Xu Yao Quan Pai production Yao Su. Even the emphasis on "people-oriented" business management practices, will also be in the production process were split into two parts: one manager, they are active "people-oriented" thinking and implementation, who can "people-oriented" can also be "Oriented"; the other part is the regulator, they are passive, is the manager of "people oriented" audience, fundamentally speaking, they can not determine their existence, they are far from being "man." This "person" and "inhuman" dual management, management in the last century a century of history, through the conveyor belt was the most thorough way of display.

"Canon Revolution" workers under the changing nature of our business management for the "people first" philosophy and management principles that a new understanding. In the "Canon revolution", because workers become thinking "people", so human nature has been relatively full expansion, the energy of people get a relatively full play, people's value has been relatively full development, labor who are thus "forging" himself. This "forged" in the achievements of each of the direct economic value, it is also modeled the intrinsic value of each person --- growth of knowledge, skills, organizational skills and teamwork, this "people-oriented" management style with achievement of "people" on its own strength.

In the "Canon revolution" under the achievements of the people, of course, has a higher value creativity, they will bring more business revenue. "Canon revolution" to be successful quickly, is working from the "partial" and "parts" and evolved into "human" result.

"Canon revolution" Implications of China's economic development

The world has so many lines why "Canon revolution" took place in Japan? From the direct reason of view, is to consider that only Canon can provide sufficient amount of Japan's Syndicated news the sake of workers in skill; between from one nation to consider the overall national interest, Japan Buyuanyiye Bukenengqiang Shengchan method change Hao Chu, in particular, which achieve the "local people" to "complete" and the benefits of transformation, bringing outside Japan, other countries or regions.

In fact, the convergence of the 20th century way conveyor belt, even in Japan, also has a large number of "partial" or "parts" and transformed them into "full" and need costly "forging" process. Undoubtedly, such a "forged" with success, cultivating and creating the social significance for the whole of Japan has provided more than enough high-quality multi-skilled workers function. This economic sense of "positive externalities", that is happening in the enterprise, but the community has a positive effect for the external mode of production changes, Canon can not choose the country or region outside of Japan to implement.

China's economy and the community for nearly 20 years of rapid development, more rely on labor-intensive and extensive use of resources, pollution and other costs to achieve amazing. China's large number of workers, was one-sided "forging" a very narrow practice areas into "local" or "parts" and do not think they can adapt to a location on the conveyor belt moves a fixed simple. Once asked them to go beyond such a situation, even if very small, have to pay the huge "Beyond the cost." Real situation in China, foreign companies are unlikely to bear such costs; China's domestic capital enterprise, and most are not aware of this problem and not know that the cost of paying for the enterprise and the Chinese economy and society as a whole value. So, in the future this huge "Beyond the cost," Who will pay?

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