Specific Items and Categories Examples of Excellent Companies low high Team Formation

Numerical Targets ~ Follow-Up Examples of Countermeasures to Be Benchmarked

Production Technology MAP Quality

Zero defects, claims; Halve near-misses
DR at the development stage to get closer to zero defects
The Second Stage TZD Line Zero Defects, GE 6 sigma
Cannon Design-in, use of CAE for design
Level 1

on defect statistics
Level 2
Take measures based Use of QTAT,
attack one by one
Level 3
Zero defects at the
close-call stage
Level 4
Zero defects for
existing products
Level 5
Zero defects from
the stage of new
January 2009 product development
Maintain P-10 (10% profit rate). Okano Industrial, Kyocera, Nissan’s V-Shape recovery Minimum earnings Maintaining small Maintaining profits Achieving P-10 and Marinating more
Materialize target costs. Suzuki’s Choinori scooter and securing capitals profits at the same industry further progressing than P-10 level
Guide to Strengthening Constitution Indicator Cost
level profits
Setting Occasionally take Better than
Productivity of more than 2 million yen/person Toyota, A-One Seimitsu, Nidec, A few delivery Average delivery
Main Techniques Representative Examples Halve delivery ~ shortest in the industry INCS’ 45-hour-die making, Dell measures on problems/year and productivity average in the The benchmark
Delivery, Production problems levels same industry level by others

Zero injuries Taking measures on Conducting KY Zero injuries, Either safety or Eco Both safety and Eco
Work Design (WD) Step-by-Step Approach Material Engineering Innovation DuPont. Sanyo, Mitsui Chemicals, Seiko Epson T training and at the industry
Achieve the world Co2 reduction goal (COP). industrial accidents Eco system at the industry level
Safety, Ecological taking Eco measures established benchmark levels
3 improvement ideas/person, autonomous improvement Taking measures by Pockets of active Suggestions at level Autonomous Suggestions directly
New technology study, 15% allowance Softbrain, Google, Murata setting up the month workplace with of workplace improvement, linked with
System Engineering (SE) Materialization of Unmanned Operations and Morale of suggestions suggestions common sense 3/month/person business needs
Ideal System IT Controls
Design Review (DR)
Numerical Targets Profitability, efficiency, liquid assets turn-over rate Questioning Achieving 50% of Achieving 80% of Achieving 95% of Achieving 100% or
Zero defect production Omitted due to so many examples achieving targets activity targets activity targets activity targets more of activity
Management Indicators
Follow Up targets
Low Cost Automation~ Utilization of Poka-Yoke Operates with
Management by > 100% std. time achievement rate + 3% improvement/mnth Old Canon Production System, Use of ST based Application of Almost all is under Use of ST based on
TPM Countermeasures Equipment Improvement Devices and Sensors Day-to-day management by objectives scientific ST to ST + 3%/month
Objectives Standard Manpower Daily Management System by Takashi Harada on actual results control with ST. targeted time
bottlenecks improvement
DR coverage rate, Vertical start-up of new products CE rate DR is informal and Take preventive Operate with DR Address about 85% CAE and DR are
Reviews in Advance Systematic risk countermeasures (PPA) Toyota’s GD 3, Juken confusion exists measures against system and obtain problems with DR at the benchmark
Value Engineering (VE) Measuring Instruments Improvement of Karakuri about new products. past troubles. some results. levels
Jig Improvement
PPA (Problem Potential Analysis);DR (Design Review), GE 6 Sigma, NASA’s PPA, Taguchi Method, DR discussion Operate with DR Prevention of most Cleared the method Practical DR
Reviews in Advance CADAM - (Computer Augmented Design And Manufact.) Toyota’s GD 3, TZD Quality Function Tree Diagram from past experience system, but still of the past troubles for world-wide deployment, at top
many problems. measures level in the industy
Manufacturing
Automation of work loading and unloading, SMED Set-up operations Taking measures for Achieved SMED
Capabiliites Set-up Improvement
Toyota’s Die Exchange, Hitachi Metal’s Multi-Pattern
are left up to the almost all set-up
SMED for changing One-touch set-up
Standardization Multi-pattern die exchange system Modeling Machine, MC in general the priority set-up to new products capabilities
Video Analysis for IE, QC ISO 9001 workplaces operations operations
Countermeasures
Zero failure production, preventative maintenance JIPM/PM award-winning companies’ activities, Taking measures Conduct preventive Progressing with Improving failure Zero failures and
Equipment Mgmt. Alarm system, Machine checker Mitsubishi Electric’s equip. monitoring and diagnosis sys. against accidental maintenance, cost corrective countermeasures increased speed
failures problems still exist maintenance by prediction
Low cost automation (including karakuri mechanism) Aisin’s Dream Carry, Kitchen Jiro’s Tama Jiro, Automation relying Automation partly Operates with an Automation at the
LCA measures are
Craftsmanship: Precision Surfacing Automation DNC (Direct NC), FA Factory Automation Sushi Robots, etc on OEM with machines in-house automation
in place level sellable to
Human Skills and Spinning Machining Techniques made in-house system outside
Quality Assurance Status Chart (hazard countermeasures) Masakatsu Nakaigawa’s Skill Management, Shigeo Shingo’s Countermeasures QTAT application Promotion of Complete app.of Operation of
Zero-defect Production QTAT (Quick Turn Around Time) countermeasures and GE’s Autonomous Process Quality Assurance just for to hazardous areas preventive measures PPA countermeasure zero-defect lines
“death certificates” through ATAT on hazardous areas
Skill Olympics, Aisin’s and Hitachi’s Skill Olympics, Passing down Developing manuals Developing skill Some activities are Benefits at the new
Technology Transfer Skill transfer utilizing IT and transfer streamlining INCS’ 45-hour-die making relying solely for skill passing passing down MAP models in the product
Policy: Promote technological improvement and innovation in on workplace down industry development stage
a systematic manner while reflecting the corporate identity. Skill transfer strategy MAP, System for implicit knowledge ~ CRM (Crew Resource Management), Passing down with Engineers finished Finish countermeas. Analyzing implicit Analyzing sensitivity
1. Establish a technological innovation program based on the First-Class Skill Sensitivity robot training system Okano Industrial, Nagashima memos and analyzing the except implicit knowledge areas for levels and
standards contents knowledge passing down skills computerize with IT
five stages of design—People’s knowhow -> Methods ->
Measurements -> Equipments -> Items
2. Set up benchmarks and systematically promote a AGV, Automated storage, packaging automation Auto manufacturers’ welding lines, Layout design based Studied SLP and its Process evaluation Materialization of High level including
Connection Improvement Beverage manufacturers such as Kirin on knack partial application with SLP and the industry’s automation
step-by-step and continuous development of production SLP (Systematic Layout Planning)
and experience countermeasures leading linkage
technology countermeasures. Mainly the
Work Design Suzuki’s Choinori scooter development, Application of the Application of the Application of the Application of WD
Status Targets Target Time Improvement Zero-Look VE Brother’s $390 facsimile collection of 2nd Look VE 1st Look VE Zero Look VE
A Guide to Systems for Strengthening improvement ideas

Production Technology MAP Benchmark Improvement

Hazard Countermeasures
Food AIB Audit, Earthquake Hazard MAP
Design, CAE (simulation for weak point prediction)
TZD Researh Group II companies and Food Contamination
Research companies, SolidWorks Japan
Risk Management
left up to the
Placement of person
in charge in
Company-wide
deployment of
Clarify hazards and Establishment of
establishment of measures for mgmt.
workplaces each hazardous area hazard analyses preventive measures by small manpower
Canon’s design-in, Completion of Expecting natural Linking Smoothly operating Operating taking
Key points of activities: Defect Countermeasures QC, FTA, FMEA, Design-In Honda’s design-in with affiliated companies improvement tool generation of organizational issues preventive measures countermeasures
1. Promote the thorough elimination of wastes. education improvements and improvements at the source
2. Breakdown production technology into elements and IE, PTS Method, 5s directly linked business management Toyota’s OJT, Kawamura Electric’s measures to turn around Completion of Expecting natural Linking Cleared the Activities at the
introduce the low-cost and Improvement IE - 5S Improvement Workplace improvement idea activity, Cell production from red-ink, Canon Toride Plant’s Cell/Meister System improvement tool generation of organizational issues industry level industrial
effective findings from other industries. Capabilities education improvements and improvements benchmark level
3. Set the future targets from the beginning and achieve them for Elimination TPM step, small group activity Mainly equipment Established Detailed corrective Taking
JIPM/PM award-winning companies’ activities Introducing TPM
by understanding Ideals – of Wastes Autonomous Maintenance MTBF, MTTR analysis, PM study outside the company maintenance autonomous improvement on countermeasures
maintenance equipment at the source
Current Situation = Improvement Gaps
FTP (Forman Taskforce Project) Doing improvement Improvement during Began forming Active improvement Improvement
Nissan Diesel’s 3-day improvement without much specialized
Workplace Task Forces Mutual diagnosis the company’s teams for high level activities at the
resources allocated time improvement teams improvements benchmark level
Associated company support system, diagnosis, audit Honda America’s design-in, Nidec President Nagamori’s Guidance based on Inviting suppliers to Implementing Operating the Operating an
Supplier Supports Joint VE measures against Sankyo Seiki contracts in-house education auditing and support support system with integrated
and training system dispatched personnel improvement system
Total Participation TP Management Set budgets and Implementing Incorporating Applying the At the benchmark
Hitachi Singapore, Toshiba China, etc. objectives with
Improvement Balance Score Card leaving the rest up bottom-up world-class level level
to the workplace adjustments improvement methods

Systems Corporation Model Workplace Mgmt. QWL, MBA, BMP Many companies’ flat organizations, QWL is taught Specific outputs Develop people Materializing the At the benchmark
~ Coaching Toyota’s Workplace Management somewhat are set based on each world-class level level
Technology individual’s theme
Research JIT, Kanban system, AP (Action Plan) system Toyota, Tabio’s SCM system form socks production to sales Completed the Start implementing Operating JIT/SCM Appling JIT/SCM At the benchmark
Development JIT - SCM SCM Network study of JIT/SCM JIT/SCM in the including IT level
company networks
Bar code production control, designated placing control 7-Eleven and suppliers, Manage actual Operate the mgmt. Finish integration Manage with an At the benchmark
Movement Mgmt. Pull system Panasonic’s home appliance production materials through through designated of materials integrated system level
stocktaking addresses and information through IT
Workplace
Management IT Online Mgmt. SAP, Lan, Production Control System SAP user companies, Manage actual Apply IT/Production Operate with Implement At the benchmark
MRP Uchida Yoko’s SuperCocktail, a food management system materials through control systems optimization through autonomous level
Capabilities stocktaking production planning responses to changes
Technology Design In Information
CAE, DR Prodn. Control Board, Abnormality indicator lights, Problems become
Improvements Processing TP Deployment Chart user companies (for example, Sekisui) Implement various Partially implement Visualization At the benchmark
Various Visualizations Placing Control ~ New Product Start-up, PERT visualization surfaced (after the preventive measures centering around level
FA, IT Robots measures fact) alarm systems
Attached Information Designated location control, die charting Manage actual items IT based inventory Implement alarm JIT Management At the benchmark
Iwane Springs’ one-piece production and sales based on hand-
Management IT Inventory Control control with after- systems based on system level
written information the-fact problems IT utilization
High-Efficiency Report, communicate Organized the
Hardware Pokayoke , Software Pokayoke Daikin’s Air Conditioner Life Management, Implementing Fully operating JIT At the benchmark
Automation/ Production Quality and consult as contents of possible Pokayoke systems
Alarm Management Various sensing devices Komatsu’s GPS Forklift Utilization management alarm systems level
Unmanned option Improvement problems occur problems

LCA Poka-Yoke Champion Challenging Model, Canon Toride Plant’s Cell, Toyota’s RAV4 Line, Ad hoc HR Organized HR HR development Future-oriented HR The overall HR
Materialization of development development and according to development based development led
Materialization of Meister Line ~ Enhanced stimulation Olympus’ superior operations
Model Lines outputs clarified outputs on a model by the model
Staff Method Line
Activities Activities Consciousness First-Class Line Study Visits Negoro Sangyo’s recycling, Juken’s1-100mm gears
Visiting other Apply the learning Visit other Other companies’ At the benchmark
Improvement companies just from the other companies based levels are simply level
Innovation On-site Studies Introduction of speedy OJT education
for stimulation companies internally on objectives for evaluation
TPM
IE, Q, 5S
Human Resource Corporate objectives Business objectives Business related Improvement
Skill Olympic Competition, Open Set-up demonstration Craftsmanship education ( Nagashima’s precision surfacing Repeat scheduled
Development Case Presentation
Audition Professional Education training, Panasonic’s craftsmanship training Dojyo) presentation sessions and the contents of + advanced models information sharing activities at the
Conferences presentation linked superior technicians benchmark level

Plant OJT, Deployment of 3-Gen concept Companies practicing a training system for special skills Training in response Pursue the number Business-related The same as the Improvement
Promotion In-class Education Output pre-setting (TFP type education and training) in other companies to the needs of the of trained and training by strategic above with increased activities at the
moment achieve certain level themes levels benchmark level
Off JT Education
Small groups directly aligned with business management Toshiba, Hitachi Diesel, and others’ improvement activities Activities Driven by Business problems Sm. group activities At the benchmark
Small Group Activities Vertically organized small improvement group activity by self-nomination imitating other presentation session and the activities directly connected level
companies intent of stimulation are linked to business

Guidance for management by objectives, Evaluation for Kyocera’s ameba-like organization, Takashi Harada’s Daily Management Practical Management to Practical At the
Coaching 5-level achievement~ Day-to-day recording countermeasures Mgmt. by objectives and measures for achieving target levels methods at the management foster the merits application to benchmark
level of QWL methods of individuals foster miesters level
Application Procedures OJT Education Fostering single- Workers skilled Developing workers Multi-skilled
Countermeasures ~ Evaluation for multi-skills Nippon Ham’s evaluation system for 5-skill level At the benchmark
1. Examine and set up numerical targets.
Job Enlargement skilled workers and at overlapping to be multi-skilled workers in the
Evaluation system for merits achievement and merits, Daikin’s skill MAP level
2. Examine status targets and develop the contents for achieving No.1. and Multi-skills T-type development processes at three processes entire processes
3. Select efficient human development means for achieving No. 2.
4. Decide on the methods and contents of human development through aligning No.1 ~ 3.
5. (The same as the team building methods for team sports)