NASA Scientific and Technical Aerospace Reports

of interacting with others while working is a primary need. The second type of change is ‘technical.’ It involves making
measurable modifications to the phystcal routines of a job. Federal Express Corporation’s recent experiences in introducing
massive technical change is the subject of this presentation. The principal focus will be on the actions taken by the Company’s
management to ensure acceptance of new technology which significantly affected the day-to-day activities of its 12,000
courier workforce.
Author
Social Factors; Upgrading; Industrial Management; Technologies
20040070857 Matsushita Industrial Corp., Fraklin Park, IL, USA
Japanese Management in US
Kraft, Richard A.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 187-190; In English; See also 20040070839; No Copyright; Avail: CASI; A01, Hardcopy
Japanese manufacturers are gaining worldwide recognition for their outstanding quality and productivity achievement in
many industries. Japanese management techniques have frequently been identified as a main contributor to this
accomplishment. Matsushita has achieved a notable result in the reconstruction of a television manufacturing operation which
it purchased in 1974, located in Franklin Park, Illinois. This company today is a profitable, high quality producer of television
products and microwave ovens, after a history of losses prior to its acquisition. Certain Japanese management practices have
been identified as making a significant contribution to this improvement including: I. Management focus on product, rather
than on other business activities designed to show short term gains without substantive contribution to improve the product,
process or people. 2. Management patience to accept and support long term plans. 3. Management focus on cooperation, rather
than on confrontation, to facilitate smooth operations and smooth relationships between all participants in the business system.
4. Management attention to detail, but not inundation in detail. Much mere analysis and study is carried on by the employees
to clarify the meaning of the detail. 5. Management’s will to study and learn, from all available sources, and to apply or adapt
the information in a disciplined system. 6. Conduct of managerial activities under the guidance of clearly defined and
consistent corporate philosophy.
Author
Management Methods; Japan
20040070858 General Dynamics Corp., Fort Worth, TX, USA
Modernization in Aerospace
Rogers, Herbert F.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 43-48; In English; See also 20040070839; No Copyright; Avail: CASI; A02, Hardcopy
It is a pleasure to have this opportunity to describe the General Dynamics Fort Worth Division’s efforts in the areas of
Productivity and Quality Improvement. At Fort Worth, Productivity and quality are never separated. On the F-16 program, our
efforts in these areas will save the DOD more than $1 billion by the end of 1981.
Derived from text
Quality Control; Productivity
20040070859 Minnesota Mining and Mfg. Co., Saint Paul, MN, USA
Renewing Large Organizations
Lehr, L. W.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 71-77; In English; See also 20040070839; No Copyright; Avail: CASI; A02, Hardcopy
I say this, even though my subject today-renewing large organizations - is one that has puzzled both public and private
sector managers for a long, long time. It’s an old story. Most organizations begin with a small group of people - people who
have a strong drive for success. They build a team. There is no motivation problem, no communication problem. People deal
with each other face--to-face. But than if it’s successful, if it fulfills its mission, the organization begins to grow. Gradually,
things change. Informal give-and-take becomes a preoccupation with policy and control. New challenges and new ideas are
walled off into separate compartments and surrounded by specialists . . . almost as if they were some kind of dangerous
infection.
Derived from text
Motivation; Policies
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