Turn the factory into a showroom,
in order to improve profitability by reducing costs and expand sales！
First, we started with thorough 5S. There were operators who thought that it was unavoidable that the workplace became dirty, and sales people who wanted to invite customers to the factory but could not invite because of the dirty.
At the 5S patrol that was held once a week, not only people involved with manufacturing but also the president and sales personnel participated. In addition to pointing out, they actively participated in 5S improvement activities.
We also made PR display, from the customer’s perspective, to appeal the strengths of our company.。
They said that the reason for the number of WIP (Work in process) and inventory was to respond to sudden orders for a short delivery time, but a survey showed that a large number of defective products was one of the main causes for the increase in WIP and inventory.
If a defective product was found, we made them thoroughly investigate the cause and improve it even if the operation was stopped in order to prevent the recurrence.
To reduce the lead time, we started with eliminating wastes for the purpose of labor saving and line balancing.
Ricoh Co.／Process improvement consultant
At Ricoh, he launched a Ricoh Production System based on the Toyota Production System. After that, he instructed other industries, such as food and confectionery industry and medical industry etc., on the Toyota Production System.
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.