Achieving “Just-in-Time” in Parts-Supply Inventory
Reduction by Shortening Lead-Time from Material Preparation of Delivery to Put in MC
Current Problems and Ideal State
|Current State||It takes 50 to 180 minutes in total from delivery preparation of parts to put into the MC. In addition, work-in-process is stagnant at the site.|
It takes a lot of time to look for parts and each looking time differs depend on types of parts.
In addition, work-in-process is stagnant at the site.
|Ideal State||120 minutes from delivery preparation to put into the MC. No stagnation between processes.|
Process from Delivery to Processing
If the work time can be leveled out to 120 minutes for all parts, it enables to achieve zero stagnation to put in parts according to the MC start time.
the production control department and the manufacturing department to carry out KAIZEN activities, it enables to shorten the lead time and reduce inventory in the overall optimum.
Genba Kaizen Consultant
Continuously he has been engaged in effective introduction process of Production Management System to small and medium enterprise and even big enterprise.
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.