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"Management", a word translated from Japanese, is always somewhat cold and alienated.
Because there are managers, there are managed. Mencius said: Hard-working people govern others, and hard-working people govern others. It clearly shows the superiority of managers and the humility of being managed under this class opposition.
Today, can we also say that hard-working people are managed and hard-working people are managed?
Of course, today's workers include not only manual workers but also knowledge workers.
In the past 100 years, due to scientific management and other methods, the labor productivity of the former has increased by 50 times.
The latter is even worse, which requires both hard work and labor, as well as management.
Today, we will focus on the story of the former, and follow the line of scientific managerialism to see where extreme management has reached! What kind of management do workers need?
0 1
Scientific Management in America: A Study of Homework Action
The first batch of managed workers were manual workers in factories, and modern management theory originated from the study of their work movements.
Taylor, the originator of scientific management, thus formed a set of management methods, which people called scientific managerialism. It is strange that there are so many theories about managing the jungle. Butler has many systematic, rigorous and grand theories. Why is the original one called scientific management? What is the scientific nature of this theory?
Scientific managerialism lies in improving labor productivity as the core, and establishing scientific and standardized management methods by studying workers' operational behavior to replace traditional experience management.
Figure 1: Taylor's scientific management principles
The five cores that constitute scientific managerialism are:
1 labor quota principle
2 work adaptability principle
3 standardization principle
4 differential piece-rate payment system
Plan and implement the principle of phase separation
Therefore, Taylor will turn management into a science that can be studied for the first time.
Drucker's evaluation: Scientific management is a philosophy about workers and work system, which greatly improves work efficiency. Without scientific management, there would be no victory of the United States in World War II, which is the most special contribution made by the United States to western thought. Taylor's theory gave birth to the era of modern industrialization, and also opened the prelude to the prosperity of the western world led by the United States.
02
Scientific Management in Germany: Ergonomics
The United States invented scientific managerialism, but Germany took it to the extreme. Taylor's research on workers' working movements is quite advanced in Germany, which is called "ergonomics".
I often hear about "organizational efficiency" and "labor efficiency", so what is "ergonomics"? It still focuses on labor productivity and studies the relationship among people, machinery and equipment and working environment in order to establish an efficient working mode to meet people's psychological and physiological needs.
This seems to give people more respect, of course, the cost will be higher, that is, the requirements for efficiency will be higher.
Therefore, a special working system design method called MTM(Methods-TimeMeasurement) has been developed, that is, the method determines the time. By emphasizing the importance of methods, people become smarter, not harder.
Figure 2: MTM advocates working smarter.
German enterprises generally use MTM to design their working systems and Lean Production System to improve their working systems. We widely promote lean (although the effect is not satisfactory), but we basically know nothing about MTM.
03
The core of scientific management: method time measurement
We know that machines are certain and people are uncertain. The time for the machine to finish the work is fixed, because the program is set. The machine won't be tired, want to rest, and won't scold mom.
So, how can people be sure? Unless it becomes a programming machine.
MTM is such a way: a deterministic working system design method. The logic is that the time required to complete a job depends on the method applied. When the method is determined, the required time is also determined.
Therefore, the core of MTM is to formulate methods and set time, and then constantly measure and improve based on this standard, so as to get the best production efficiency work system design scheme.
The Ultimate of Scientific Management: Amazing Ergonomic Design
MTM deeply studies ergonomics and sets working time standards. Although this is Taylor's work, its refinement, scientificity and digitalization are amazing!
Step 1: All manual operation processes are decomposed into seven basic processes:
Arrival and placement;
Placement position;
Use auxiliary tools;
Start operation;
Action cycle;
Physical exercise;
Visual control;
Step 2: Determine the influencing factors of each process and break them down into each action.
Including control level, strength, distance, symmetry and cooperation level;
Step 3: Take a digital simulation method to shoot a live movie, and decompose it into action pictures at the speed of 16 frames per second, so as to calculate the time of each action such as walking, turning, grabbing and looking up.
Figure 4: Digital Simulation of Action
Step 4: Design the best working mode of each action in different scenes. This step is similar to lean production, but more subtle.
Figure 5: Grab design improves efficiency by 43%
Figure 6: Turning design improves efficiency by 66%.
Figure 7: Grab design improves efficiency by 72%
Figure 8: Grab design improves efficiency by 78%
Step 5: Make clear the influencing factors and set the best efficiency time after designing the scene reasonably.
Our common time unit is seconds, and the time unit of MTM is called TMU (Time Measurement Unit). How long is TMU? Look at the following conversion relationship:
1TMU=0.036 seconds, that is, 1 second =27.8TMU, 1 minute = 16667TMU, 1 hour = 1 ten thousand TMU.
1 sec is an instant, and there are nearly 30 tmus in this 1 sec.
For example, the action of reaching for something is broken down into five sub-actions, and each step is divided into three levels: high, medium and low. The maximum TMU set does not exceed 27.7TMU, that is, a lot of quantization decomposition is done in 1 second.
Figure 9: TMU decomposition table of reaching out.
Step 6: Establish the standard time value of the basic process.
Figure10: standard TMU of seven basic processes
Step 7: establish the overall process system design of the production line with people as the center.
Figure 1 1: ergonomic design standard
05
Scientific management method of MTM: the cornerstone of German manufacturing industry
When I first saw the MTM method, I thought it was "doing Dojo in a snail's shell". So subtle, amazing!
Then I was a little disdainful. Even if people's movements are thoroughly studied and their individual combat ability is brought into full play, what good will it do if the factory is empty in the future?
Look carefully, it feels like eating a wooden stick!
People are more uncertain than machines. If MTM can study the ergonomics of penetrating human body, it can also study the ergonomics of penetrating machine.
Therefore, even in the "black light factory" stage, the labor participation rate can be said to be 0%. Following the same management logic, the production system of an enterprise will also have considerable measurability and stability.
Figure 12: MTM remoulds production balance system
The core of MTM is to measure time to find the best method. As an important branch of industrial engineering (IE for short), without this time measurement and evaluation, IE's improvement ability will be greatly reduced.
On the other hand, in our enterprise, basic measurement, such as man-hour quota, is difficult to do well, which is the lack of such fine ergonomic measurement. Inaccurate man-hour quota leads to even the most extensive man-day man-hour plan stumbling, and the stability of the production system, single insertion or missing a part, is completely out of order.
This is a huge difference in the level of quantitative management!
Broken wood is born in the end; The nine-story platform starts from the foundation soil.
The delicacy, stability and certainty of MTM system, as the underlying infrastructure of scientific management in Germany, vividly embodies the German professionalism: earnest, meticulous and pursuing perfection!
Only such scientific management can form a long-standing industrial manufacturing and support the world-famous Industry 4.0 plan.
It can be said that MTM method explains the strong foundation of German manufacturing industry.
06
Beautiful Blueprint and Realistic Dilemma of Scientific Management
MTM controls all uncertain elements to the extreme, and the human body is as predictable as a machine and as predictable as a program.
This is a great success of the enterprise; But for workers, it's really scalp pins and needles!
All work activities are precisely controlled and there is no room for change. If you don't follow the operating rules, it may even lead to the collapse of the chain system, and no one can bear such consequences.
Is this way of working smarter or more mechanical? Sometimes it's hard to say clearly, but at least, compared with those stupid jobs, you have to do it, and there is nowhere to say, which is much better!
Although MTM also emphasizes environmental friendliness and resource support, after training, people's potential can be brought into full play, and they can maintain the best efficiency for a long time without fatigue, so as to avoid excessive burden on workers.
But this does not explain people's doubts! Just like what happened to Taylor a hundred years ago.
In the first ten years of implementing scientific management, Taylor repeatedly fought and lost. From the chief engineer of Philadelphia Hydraulic Factory to the management consultant of Bethlehem, and then to the consultant of the Army Ordnance Department, they have been strongly questioned and strongly resisted by workers, foremen and trade unions.
Taylor said that his scientific management is rational and efficient, and its moral and ethical rationality lies in improving productivity without increasing the workload of employers and workers, so that both sides can benefit from it.
Drucker once painted a beautiful blueprint for it:
Due to proper management, coordination and cooperation, enterprises and individuals have achieved the best efficiency, doubled productivity and greatly increased workers' income. At the same time, the working hours of workers are reduced, and the physical and mental stress is reduced. However, the sales revenue and profits of enterprises have increased, while the product prices have decreased.
It can be said that this is the ideal country in the hearts of all management scientists.
But the reality is far from it! Scientific management wants both employers and employees to achieve maximum prosperity and win-win, but the workers who are in a disadvantaged position in the game often need to pay the price first, such as being laid off, speeding up the production line, reducing wages, and reorganizing the workflow.
19 12, a worker who refused to accept scientific management methods was dismissed, which led to a general strike. The US House of Representatives Committee conducted a hearing investigation on Taylor.
Taylor firmly believes that he is pursuing the truth, and the hostility of the workers is largely due to misunderstanding. Most of the work to be eliminated by scientific management is invalid, which is aimed at the waste of machinery, supply, planning, production and distribution, and has nothing to do with the specific functions of workers. These reforms are unlikely to hurt workers.
However, Congress later passed a law prohibiting civil servants from using stopwatches until 1949.
You know, Taylor originally used a stopwatch to study the movements of workers, and there was no time and method to measure them, which almost shook the foundation of scientific management.
07
Scientific management has almost proved its promise.
The wheel of historical progress is rolling forward, and the single-process action research initiated by Taylor is gradually upgraded to the assembly process research of assembly line, and then to the systematic process research of the whole production process.
The efficiency, scale and profit of the factory have been improved, as well as in the later period.