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Case Study


・ Development of a work environment where people feel their lives are worth living

主な出来事 エピソード

28: 1984-85: Everyday, all the Operators Challenged Kaizen (Development of a Work Environment Where People Feel Their Lives Are Worth Living) - I
IPS (Isuzu Production System) Kaizen Model Line Registration of No. 4 Factory ( 6R Crank Shaft Machining Line)

Among all the manufacturing factories, all the indexes at that factory were at the bottom level. Eventually, I was told to take action...

17: 1978-81: We were able to make a presentation at a national conference on advanced use of PCs in business (at the Osaka Teijin Hall) that we were targeting the reduction of administrative work related to information on production to zero and to releasing our staff from the work they had been doing to work on Kaizen in the factory

We gathered all of the staff in the factory and asked them what their true work was, and what kind of work brings out the true value of a human being...

18: 1979-81: Tickle System, Spiral Up

The computer automatically sent a message saying, "The countermeasures last time did not solve the problem. You need to come up with a real solution."

12: July 1975-85: Tsurumi Manufacturing Plant (Engine Manufacturing Plant in Japan) - Management of in-house total cost and Kaizen promotion

I said, "We don't need managers who don't understand the importance of Kaizen. Get out of this plant." and kicked him out of the plant. The employees saw this and...

13: 1976-81: Plant with one-piece-flow (one-piece-at-a-time) production fully developed.
1978: We announced our challenge to establish one-piece-flow production at the All Japan IE Association Conference (at Sankei Hall in Tokyo).
Appeared in IE Magazine (The Challenge of One-piece-flow Production.)

One worker said it was fun to create one-piece-flow production, but he didn't enjoy working there very much. I thought about it deeply and realized that it was inhumane to make workers keep on doing repetitive tasks without thinking...

16: 1979-83: Real Time Management and Time Based Management That Do Not Tolerate for Errors

Even if 10 minutes pass and the cell does not start, the responsible section manager dashes to the site, and if 30 minutes pass and the cell does not start, the plant director dashes to the site...