Abstract
Many of the broad managerial trends, that is, the Lean tradition, have a strong focus on operations at the production line level and tend to overemphasize explicit knowledge. This chapter demonstrates, based on empirical evidence from a global car part producer, the importance and the strength of tacit knowledge components as value-creation ingredients. The discussion relates to the old controversy between Ohno and Nemoto (the father of Toyota Production System and the first quality director at Toyota) whereby the former posed that actual quality awareness was in the minds of the operators as opposed to the explicit forms of instructions and checklists which typically are the focus of production managers.
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- 1.
By highly automated production lines mean huge investments in production equipment, robot, and so on that eliminate labor-intensive work. These production lines operate at high production rate and high cycle time.
- 2.
Look at former chapter of organizational learning for more detail.
- 3.
‘Obeya rooms ’ is taken from Japanese and means simply big room. Here, the project meets with many different forms, pictures, and diagrams hanging to give instant, up-to-date information about the project. For more information about how this works see Morgan and Liker (2006).
- 4.
He is a regarded professor from Wharton in University of Pennsylvania. And he is the co-author of the famous book ‘The Nature of the Firm’ explaining the theories of the Nobel Prize winner R.H. Coase. The other co-author was Williamson, another Nobel Prize winner.
- 5.
3K’s = Kitanai or dirty, Kitsui or difficult, Kiken or dangerous.
- 6.
In many places, the production lines are divided into many small sub-lines. A small stop in one sub-line does not stop the entire production line, thereby making it more robust. It is also easier for employees because there are fewer machines to deal with, maintain, and learn about. However, each employee must still learn several machines in order to do his/her job.
- 7.
In the Lean tradition it is called SMED (Single-Minute Exchange of Die) . Principally, the dividing tool changes into external and internal. The external is about doing everything that can be done before stopping the production lines (finding hand tools, pre-warming the die, informing people, etc.) and the internal is the actual changing of die including the stop of a production line.
- 8.
Volvo still owned by Ford at the time of interview.
- 9.
SMED = Single-Minute Exchange of Dies production tool which means changes be made in less time by separating the internal and external setup operations. External is everything that can be done without stopping the production. The clue is to do most of the work externally so that the internal job becomes as little as possible and the production stop is kept to a minimum.
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Holtskog, H., Carayannis, E.G., Kaloudis, A., Ringen, G. (2018). Facilitative Management. In: Learning Factories. Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-41887-2_6
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