Improvement of white collar means improvements in workplaces other than the manufacturing shop floor, such as office department and sales department. In the white-collar departments, improvements have not been as advanced as the shop floor.
Therefore the “Genba Kaizen (shop floor improvement)” method, created from the shop floor, is applied in order to promote improvement activities and increase productivity, like the shop floor where improving quality, cost and delivery time every day.
Solve these issues
ith improvement of white collar
ISSUE
3 points
for improvement of white collar
FEATURES
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1
Clarification of work purpose
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Clarify the position of the work (purpose and necessity)
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2
Work process analysis
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Visualize work and analyze work processes based on the Sangen principle (Three Reals Philosophy)
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3
Having “questioning awareness”
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What is needed for improvement of white collar is “questioning awareness”.
Clarification of work purpose
One of the main reasons for the lack of progress in improvement of white collar is that supervisors do not give clear instructions to workers about work objectives (completion level and deadlines).
Most white-collar workers find themselves satisfied because their work purpose is not clearly communicated.
Work process analysis
Many white-collar works is featured that its work process is unclear.
We aim to visualize work by analyzing work process based on the Sangen principle (Three Reals Philosophy), which is going to “real place”, seeing “real things”, and understanding “reality” with own eyes.
Having “questioning awareness”
“Why am I in this building?”
“Why do we need this document?”
“Why do we have this meeting?”
“Why am I sitting down?”
“Why is that person on the phone so long?”
What is needed is “questioning awareness”.
Consultants from major companies
with experience in over 40 countries will respond.
Please feel free to contact us.
If you are in a hurry, please call us.
（Japan time）
Except for Saturday, Sunday, holidays, Year-End and New-Year holidays
White-collar productivity improvement specialist
ITO, Akihiro
Process improvement consultant
Akihiro Ito is active on the front line as a shop floor improvement consultant. He has improved a wide variety of large and medium-sized shop floors of over 300 companies in more than 12 countries in Japan and overseas, and has solved the problems of each shop floor every time. Based on his experience working on the production control system, he implements improvement activities in all processes of a factory such as sales, materials, production control, manufacturing, and outsourcing. In addition, he implements the improvement activities together with the people at the shop floor, make the culture of shop floor improvement rooted in the company, and realize quality improvement, productivity improvement and lead time reduction.
Case example of Genba Kaizen Consulting RESULTS
Acquired orders from two new customers
by improving quality.
We reduced most work-in-progress inventories and defective inventories, which were found throughout the factory, and reduced manpower, and now we almost no longer receive customer complaints that we had every month before. (Automobile industry / Plant manager)
Turn the factory into a showroom
in order to improve profitability
We improved 250 cases out of 300 cases pointed out by the 5S patrol conducted for one year. The factory was realized to be the showroom and also achieved cost reduction of 30 million yen per year. (Metal processing / Director)
Productivity Up to 169.6%
by 6 months of improvement activities
the Japanese president decided to outsource a shop floor improvement consulting to have their shop floor checked, and asked us, Hirayama Consulting.（Auto parts manufacturer/Managing director）
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.
