Shift Automation to Autonomation.
Restrain useless investment, and improve productivity.
The shop floor diagnosis at the kick-off revealed that many wastes such as waste of storage and waste of walking were left behind since they believed that improvement for the production line, which is not automated, would not progress until they could automate it, such as introduction of automatic assembly machines.
In addition, automated lines had monitoring work, defect products, waste of walking etc., and the equipment that had been introduced was not operating as expected.
They mistakenly recognize autonomation (Jidoka) as just automation.
√ They believe that they cannot improve without autonomation.
√ The original idea of autonomation is not incorporated. At the time when the defect came out, it was not found,
The aim of this project is to work on improvement of the production process based on the idea, “the machine will stop immediately if an abnormality occurs, and no defective product will be produced” (Toyota calls it “autonomation”).
At the kick-off, we diagnosed the shop floor with the plant manager, the person in charge of the improvement, and 10 people of the improvement team and discussed problems of the production line and themes of the improvement.
At the seminar, we considered the difference between autonomation (JIDOKA) and automation, and once again grasped the wastes of the production line in charge. The recognition of these wastes, whether automated or not, has resulted in activating improvement activities and reducing wasteful investment and improving productivity
Day1 : AM/The first half of the Autonomation (JIDOKA) seminar, PM/Shop floor diagnosis of the production line
Day2 : Shop floor diagnosis of the production line
Day3 : AM/Presentation of improvement plan (direction) for each production line, PM/The second half of the Autonomation (JIDOKA) improvement seminar
Eliminating wastes in the manual process leads to saving wasteful investment when you introduce automation. Improvements of automated production line will maximize equipment performance and lead to improving productivity with more stable quality.
Understand waste and recognize waste. Improvement activities at key production lines, such as manual assembly lines Promotion of 5S Improve storage operations etc.
Professional Engineer (Engineering management field) / Shop floor improvement consultant
Technical consultant for production technology, quality control, equipment maintenance and reliability improvement. At the same time as improving manufacturing site, I develop human resources so that improvements can be made continuously at each manufacturing site.
3 reasons why we are chosen REASON
Improvement experience of
more than 1,000 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.