TPS trainer | Genba Kaizen Consulting by Hirayama Consulting

AOYAMA, Matsuki

Former Motomachi Plant Section Chief, Toyota Motor Corporation (OB)

He has been involved in GPC since its establishment and has trained and mentored a wide range of personnel from new recruits to supervisors in overseas human resource development.

Field of expertise
#Human development #TPS trainer

All consultants

List of specialized consultants by purpose

人材育成 TPSトレーナーその他 Human development Quality improvement Cost reduction Productivity improvement Inventory control Lead time reduction Safety improvement Human resources development Iot TPS trainer Management improvement Equipment maintenance Production technology DX Others

List of specialized consultants by industry

Automobile Electric and electronic Architecture / Construction Chemistry White collar Warehouse logistics Medicine Metal Food DI/IT/ DX Others

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.