3: July 1970: I was assigned to the Tool Section, Engineering Department, Kawasaki Plant
My work assignment: Design and research & development of process tools and process methods for cutting, grinding and other machining processes
------------ Published numerous papers and applied for many patents
4: 1971-75: I spent most of my time in the machine shops getting grease and oil all over my clothes, where I became absorbed in solving problems that troubled the shop floor (Gemba) and in research to test newly developed tools and processes.
10: 1973:An example of the irresponsibility of the Isuzu organization, measures to resolve problems in the start-up and measures to improve operational availability rate of the transfer machines for new large V-type diesel engine connecting rod machining- I
11: 1974:An example of the irresponsibility at Isuzu organization, measures to resolve problems in the start-up and measures to improve operational availability rate of the transfer machines for new large V-type diesel engine connecting rod machining- U
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.)
14: 1978: Through the Kaizen activities, which we invited other companies to attend, I realized that what was common sense at Tsurumi (Engine Manufacturing Plant in Japan) was uncommon in the rest of the world. A person naturally tries his best when being watched by many people from other companies.
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
27: 1983: The introduction of The Kanban System, Its Plant-Wide Deployment at the Tsurumi Manufacturing Plant (engine manufacturing plant in Japan) - II kanban is a Tool of Kaizen which is based on the final assembly leveling system (Heijunka)
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)
33: 1986-90: We Received a TPM Special Award after Kaizen Training Was Provided to Shatai-kougyou (Isuzu Number One Subsidiary in Japan), the Concept of One-Piece (One-Set) Supply to Assembly line with Water Spider (Material Handler) Was Created, and Simple Automated Mechanism Was Put in Place
34: 1986-88: Company-Wide Deployment of Kanban System Based on Leveled Production (Heijunka) That Is Also Beneficial for Suppliers. Leveled Production Issuance and Electronic Kanban Project (Opposed by Shingijutsu (consulting company))
35: 1988-89: Kaizen Activities in Thailand in Which All Employees Participated;
Isuzu IEMT (Isuzu Engine Manufacturing company in Thailand)Productivity and Production Volume Increased 4-Fold Through Kaizen in Which All Employees Participated