HUMAN-CENTERED PROBLEM SOLVING

As one of Japan’s foremost authorities on Industrial Engineering, Takeshi Kawase has devel-oped a unique and elegantly simple solution to the “problem of problem solving.” In Human-Centered Problem Solving: The Management of Improvements he shares the experience and insights he has gained during more than 30 years as a consultant.

Although well versed in the theories and techniques of IE, Takeshi Kawase focuses on the philosophy of problem solving. The keystones of his philosophy lie in the ideas that every prob-lem has an owner and that a problem’s owner is the person best equipped to solve the problem, as long as the techniques are straightforward and the necessary support is provided. The goal therefore is to come up with a solution that matches the owner’s needs and that will enhance rather than diminish job satisfaction and pride. To this end, Human-Centered Problem Solving advocates the implementation of the line-centered model of problem solving as the most effec-tive way to achieve this goal.

Kawase defines IE as dealing with the efficiency of systems that include humans. Believing that IE lies between science and the humanities, he draws from both approaches. Thus, Kawase insists that manufacturing must be automated to the fullest, while never losing sight of the fact that people are not machines. As he clearly shows, above all else people make value judgments, and it is these judgments that will lead to effective problem solving.

Human-Centered Problem Solving: The Management of Improvements presents problem solving as an on-going process. Thus, a problem is never entirely solved. It changes, evolves, and points to new goals, for a system without problems is static and therefore unproductive. Without problems, there can be no innovation. As Kawase reminds his readers, kaizen was a relatively unused word when it was chosen to translate the term “improvement” imported from the United States.

Human-Centered Problem Solving: The Management of Improvements does not offer a quick fix. Rather, it calls for a long-term perspective that allows for the democratization of problem solving. Only by avoiding the common mistake of delegating problem solving to “specialist” will every member of an organization become a problem-solving specialist. Only then will the organization become vibrant, innovative, and successful.

Human-Centered Problem Solving: The Management of Improvements is must reading for harried corporate staff overwhelmed by seemingly impossible problems. For students of IE, it will shape their thinking now and throughout their careers. Human-Centered Problem Solving: The Management of Improvements’ approach to problem solving points to a future when prob-lems are seen as opportunities, not barriers.

Acknowledgement
Preface
Translator’s Preface
List of Exhibits
List of Illustrations
Part I: THE PROBLEM OF PROBLEM SOLVING
1. The Problem of Problem Solving
The Problem of a Certain Production Manager’s Solution
The Reason Why Solving Problems Is Difficult
The Structure of the Problem Solving Function
Dimensions of the Problem
Facts Perceived in Relation to a Situation
The Problem- Solving Process
The Mode of Problem Solving
Part II: THE APPROACH ASPECT OF PROBLEM SOLVING
2. The Approach Aspect of Problem Solving, View I
The Story of the Valve-Cap Modification
The Hierarchical Nature of Objectives
The Introduction of the Hierarchical-Structure Concept into IE
3. The Approach Aspect of Problem Solving, View II
Too Many Estimates, Not Enough Orders
The Structure of the Problem
Characteristics of Control and Kaizen Problems
The Dynamics of Control and Kaizen
Part III: THE VALUE ASPECT OF PROBLEM SOLVING
4. The Value Aspect of Problem Solving, View I
Whom to Help
What Are Values?
What are Systems of Values?
Human Behavior and Value Systems
Human Behavior and the Structuring of Time and Space
Values and Problem Solving
5. The Value Aspect of Problem Solving, View II
A Tale of Two CEOs
The Value of Corporate Activity
The Value of Production Activity
The Value of IE Activity
Values of Formality
Values to be Considered in Interpersonal Relations
The Ultimate Value of Work
Part IV: THE TECHNOLOGICAL ASPECT OF PROBLEM SOLVING
6. The Technological Aspect of Problem Solving, View I
A Tale of Robot Development
Objectives and Techniques
The Technological Aspects of Control and Modification Problem
7. The Technological Aspect of Problem Solving, View II
The Effective Resolving of Repetitions
The Basis of the IE Approach
An IE Proposal on IE
8. The Technological Aspect of Problem Solving, View III
Why Are the Poor Poor?
The Rich-Get-Richer Theory
The Work-Unit Concept: The Extreme of control
Several Problems Inherent in Resource Management
9. The Technological Aspect of Problem Solving, View IV
Full-Frontal-Attack Production Management
The Problem of Production Control
The Basis of the Flow of Things and Information
10. The Technological Aspect of Problem Solving, View V
Production Control Is Its Own Foe
The Design of Information Systems
TQQ Production Management
Information and Information Systems
11. The Technological Aspect of Problem Solving, View VI
If You Break the Shell, You Don’t Need a Container
System Boundaries
The Parameter Dilemma
Handling Multivalue Evaluation Standards
The Procedure for Introducing Management-Improvement Technology
12. The Technological Aspect of Problem Solving, View VII
The Problem of the Nine Dots
Creativity
How Far Can Productivity Be Increased
The Role of a Model
The Function of the Eye
The Motion Mind and the Object Mind
13. The Technological Aspect of Problem Solving, View VIII
Can a Beautiful Flow Be Bought with Money
Evaluation Criteria and Paradigm Shifts
Dynamic Paradigms and Static Paradigms
Part V: THE HUMAN ASPECT OF PROBLEM SOLVING
14. The Human Aspect of Problem Solving, View I
Mr. Sayama and Mr. Mune
People’s Basic Attitude toward Kaizen
The Human Reaction toward Change
Factors that Cause Resistance to Change
The Relationship between Productivity and a Chair
Responding to Resistance to Change
15. The Human Aspect of Problem Solving, View II
A Tale of Two Sales Managers
The Formation Process of Problem Consciousness
The Process of Promoting a Problem-Solving Activity
Part VI: THE ORGANIZATIONAL ASPECTS OF PROBLEM SOLVING
16. The Organizational Aspect of Problem Solving, View I
The Story of X2
How to Administer Successful Organizational Kaizen Activities
The Motivation of Groups
17. The Organizational Aspect of Problem Solving, View II
Learning to Learn
Can People Solve the Problem of Others?
The Types of Relationships between Line and Staff
Transformation within the Line/Staff Cooperative Relationship
18 The Organizational Aspect of Problem Solving, View III
Kaizen of the Line, by the Line, and for the Line
The Suggestion to Employ a Line-Centered Model
The Basis Position behind the Line-Centered Mode
The Merits of a Line-Centered Model
Necessary Conditions for a Line-Centered Model
19. The Organizational Aspect of Problem Solving, View IV
The Rich man’s Stereo
The Principle of the Line-Centered Model
The Role of the Line Manager in a Line-Centered Model
The Role of Staff in a Line-Centered Model

Index
About the Author