Profitability improvement | Genba Kaizen Consulting by Hirayama Consulting

From the lot production to the one-piece flow production

[Results]

Lead time reduction: 40%
Necessary manpower for assembly: 16 operators　→ 6 operators
Space: 200㎡ → 110㎡

[Purpose]
Profitability improvement

[Industry]
Electrical and electronic

One-year improvement project for factory profit

[Results]

Productivity – 30% UP
Secure process for new products by layout change – 100㎡
Reduce process operators – total 20 operators

Within the fixed deadline of one year, they achieved the target and finished the project with the motivation to continue to be a competitive factory.

[Purpose]
Cost reduction Profitability improvement Lead time reduction

[Industry]
Electrical and electronic

Kaizen Examples

[Results]

Semi-annual targets achievement
Practice of PDCA Cycle properly implemented and
Formation of personnel with Waste finding and elimination
High Capacity to adapt to new models orders

[Purpose]
Quality improvement Cost reduction Profitability improvement

[Industry]
Others

Improvement example of aluminum processing factory, Company A

[Results]

Productivity increased 30% and resulted in profit increase
Ensure traceability by introduced a logistics management system.

[Purpose]
Profitability improvement Lead time reduction

[Industry]
Metal

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.