Consulting for Gemba Kaizen of Manufactuaring with Toyota Production System (TPS,Lean System)

1.Set-up change

A “set-up change” is an equivalent of an operation for humans. If an operator has to run to a tool box, he is as bad as a quack doctor. Make always sure to have customized jigs and tools at hand and be able to carry out the change in accordance with a procedure, precisely, swiftly and efficiently.

2.Safety and quality

Negligence is the biggest enemy of safety and quality. For instance, if the number of screws of a metal mould is to be changed from 4 to 2, ensuring safety and quality should be the first and the utmost concern rather than trying to reach the target only from the cost point of view.

3.Sharing problems

The easiest way to share problems among a number of people is by video viewing. When you see the recording at a double speed or stopping it after each process, you will be able to pin down problem areas and come up with solutions.

4.Liveliness

‘Monozukuri (making things – it means manufacture of value-added products in Toyota terms)’ requires a decent amount of spicing up. Get test pressing right the first time, and when pressing goes into operation, there’s no call for operators to stand over machines. That’s the kind of production system everyone should aim for.

5.Complete inspection

Complete inspection should not become a routine job. A disposal rate of defect products reaching the 3 % level would be abnormal. We live in the era of 100% guarantee where a rate of 0.3% is already impermissible. You have to train all those who are in the ‘making things’ sector to become adept at inspection, and it has be a basic condition that they be given the rights to immediately suspend a machine if malfunction or abnormality is detected. To be able to employ a system in which the cause of problem will be hunted down until found in accordance with the ‘Genchi, genbutsu (go and see the problem)’ principle and to build in quality during the manufacturing process is the key to survival.

6.Sharing of production data

Visual displays on the factory shop floor and the light indicator on each machine should be simple and easy to comprehend for anyone, and their positions should be well thought out so that they are very visible. They are fundamentally index cards for controlling ‘making things’ that connect sections of a process, not a series of administered numbers for procurement of materials. By sharing information like this, you will be able to recognize ‘what needs doing right now or muda (waste)’, and with a clever use of this system, you will be able to achieve better overall results from the manufacturing shop floor.

7.Mr. Taiichi OHNO

Get rid of muda (waste) but no cutting corners. Mr. OHNO, who is credited as responsible for establishing Toyota Production System, was a kind of man who, having discovered a problem would show up the very next day to make sure that his voice had been heard. At times, he would say something in the afternoon and come by already that evening. (Once you give an assignment, you must follow it up.)

8.Machine suspension by temporary problems reflects the constitution of a company concerned

To improve such a company, first of all, think of the cost price; how much money the company is losing every time machine is suspended. A strong constitution is borne out of challenging to eradicate stoppage from machine abnormality and to minimize normal machine stoppage.

9.Turn impossible into possible

Implement Kaizen (continuous improvement) right now from work nearby which does not cost any money. By doing so, you will gain confidence and it will lead to revitalization of the work place, and eventually, something that looks as impossible to implement as a ‘single set-up’ will become attainable. You’ve got to climb your local hills first in order to build up your physical endurance. Without that, you will not even be able to have a glimpse of a top of a serious mountain.

10.Acceleration and braking

‘Making things’ requires both acceleration and the braking action that can react to sudden changes. A company that cannot react to a decrease in order by immediately putting a programme of reduced production is like a car with a broken brake. In future, companies who will have a last laugh are those that are equipped with flexibility, speed and precision to adapt to ever-changing demands.