OBARA, ShigeyukiShigeyuki Obara
At Ricoh, he implemented improvement education for managers and general employees as a promotion leader of the productivity improvement project. He diagnosed each workplace, found problems, and implemented improvement activities at shop floor (achieved significant results, such as improving productivity, reducing lead time, and reducing inventory). After that, he was transferred to a consulting section for external companies, and conducted shop floor diagnosis and consulting for various industries.
Consulting achievement examples
As areas of specialty, regardless of the industry or business, he establishes shop floor improvements and realizes development of key personnel, improvement of quality and productivity, and reduction of lead time through the improvement activities.
|Spring manufacturing plant||
|Light bulb and LED manufacturing plant||
|Housing equipment manufacturing plant||
|Medical refrigerator manufacturing plant||
|Control device parts manufacturing plant||
|Automobile air filter manufacturing plant||
|Medical manufacturing plant||
|Gel nail manufacturing plant||
|Bicycle parts manufacturing plant||
|Automobile parts plating plant||
Consultants from major companies
with experience in over 40 countries will respond.
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List of specialized consultants by purposeQuality improvement Cost reductionProductivity improvementInventory controlLead time reductionSafety improvement Human resources developmentIotTPS trainerManagement improvement Equipment maintenanceProduction technologyDXOthers
3 reasons why we are chosen REASON
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.
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.
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.