ORITO, Tsutomu
Tsutomu Orito(Manager, Production Control Dept. at Head office factory / GPC)
DENSO TEN Alumni
(Production Management Department / Logistics Management Department Manager Level)
Profit improvements (break away from the deficit) Upon customer’s requests, I have improved domestic and overseas companies, for examples, productivity improvement, quality improvement, products and parts inventory reduction, logistics cost reduction, production lead time reduction, and human resource development for shop floor staff etc.
I also conducted a wide range of seminar courses.
Field of expertise
#人材育成#コスト削減#リードタイム短縮#生産性向上#品質向上
Professional industry
#自動車#食品#その他#倉庫・物流
Main career and experience
Toyota Motor Corporation (37 years) |
|
FUJITSU TEN (6 years) |
|
Hirayama |
Working hard as the shop floor improvement consultant in Japan and overseas
<Major improvement guidance destinations since 2011> |
Main improvement guidance destinations overseas
China, Thailand, Europe, Mexico, Indonesia, Malaysia, Cambodia
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
List of specialized consultants by purpose
人材育成TPSトレーナーその他Human development5SIE工場の立上げ支援コスト削減リードタイム短縮生産性向上品質向上Quality improvement Cost reductionProductivity improvementInventory controlLead time reductionSafety improvement Human resources developmentIotTPS trainerManagement improvement Equipment maintenanceProduction technologyDXOthers工場の立上げ支援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.