Automobile | Genba Kaizen Consulting by Hirayama Consulting

Takeshi Kawabata

Former DENSO Corp. Production Engineering Division

Learned and implemented the Toyota Production System directly from Toyota Motor Corporation. Also experienced in two new factory constructions and one existing factory renovation, managing construction schedules and budgets as planned, and realizing information and logistics optimization from the factory entrance to exit.

Responsible for the construction of Japan's largest single factory building at the time, covering 120,000 sqm.

Field of expertise
#Others #工場の立上げ支援

Professional industry
#Automobile #Electric and electronic #Metal #Others

Nobutoshi Nagaya

Former Toyota Motor East Japan, Inc.: Technical Supervisor & Advisor, in charge of PS (Production System) and TQM (Total Quality Management) projects.
Former Kanto Auto Works: Executive Managing Director, Deputy Head of Production Technology Division, in charge of overseeing overseas business.

Directly learned the essence of TPS (Toyota Production System) from Shin Uchikawa, one of the four lieutenants of Taiichi Ohno, former Vice President. Handled the introduction of the Toyota Production System to various companies both domestically and internationally.

Professional industry
#Automobile

Pushpakumara, Thilak

TPM and Lean Management Consultant

Thilak has trained more than 50,000 executives and managers at different levels of 300 leading organizations in Sri Lanka and overseas.
Institute of Lean Management (Pvt) Ltd- Founder & the CEO of the Institute of Lean Management (Pvt) Ltd,
TPM and Lean Management Consultant and the Managing Director of Lean Solutions (Pvt) Ltd, Bangladesh.

Field of expertise
#Quality improvement #Cost reduction #Productivity improvement #Management improvement

Professional industry
#Automobile #Electric and electronic #Others

ISHIKAWA, Hisayoshi

Professional Engineer (Engineering management field)

Technical consultant for production technology, quality control, equipment maintenance and reliability improvement.
At the same time as improving manufacturing site,he develops human resources so that improvements can be made continuously at each manufacturing site.

Field of expertise
#Quality improvement #Productivity improvement #Human resources development # Equipment maintenance

Professional industry
#Automobile #White collar #Others

Kazuhiro Tsuchiya

Management consultant, Doctor of engineering

After working as a leader of work restructuring and system restructuring at a major electronics manufacturer and as a consultant (executive officer) at Japan Excel-Management Consulting Co., Ltd. (JEMCO), he is currently the business manager of IMOC (Inventory Management Operation/Outsourcing Center).

Field of expertise
#Inventory control

Professional industry
#Automobile #Electric and electronic #Medicine #Food #Others

All consultants

3 reasons why we are chosen
REASON

REASON 1

Improvement experience of
more than 1,500 companies in 40 countries

There must be the shop floor issues that cannot be solved by your own company alone. Improvements and reforms for manufacturing industry to survive, regardless of country or industry, need development of your human resources through practical experiences of improvement, and strengthening of your production system base.

REASON 2

Consulting that shop floor workers
acknowledge our superiority and be pleased

In conventional consulting styles, there was a distance between consultant and the shop floor because it was promoted mainly consultant and management executives. Our consultant can provide a guidance without a distance between consultant and the shop floor through the guidance based on the “seeds of improvement” in a concrete way, instead of “finding fault” like a critic.

REASON 3

Continuous improvement will continue
even after the end of guidance

While strengthening “human resource development”, we focus on the “overall flow” from design to purchasing, manufacturing, logistics, and production control, and provide guidance that matches the actual situation of your company. Continuous improvement will continue even after the end of guidance through the guidance that is acceptable to the shop floor workers.