Develop companies that are truly excellent
1.The Creation of Real Value and Meaningful Life - KAIZEN's Mission and Key Elements for becoming a True World-Class Company
2. Use kaizen to create rapid flow, building on a foundation of trust, respect, and challenge to the people in the company. Transform all necessary functions of a company to a continuous flow of value added activities (continuous value creation).This is based on the philosophy of using kaizen to create rapid flow,

Kaizen activity is driven by the 3 Gen Principle of Gemba (actual place), Gembutsu (actual product), and Genjitsu (actual facts). The scope of consulting encompasses the flow development, design, production engineering, manufacturing, procurement and the flow from customer to marketing and sales through manufacturing and procurement. The energy for kaizen is derived from the dreams, motivation, can-do spirit and creativity of people. Kaizen instruction creates rapid flow of value added activity by making connections between man, material, equipment, information, engineering, processes, and management.

October 2001:Established Kaizen Management Consulting Co., Ltd.
President & CEO　Age69 as of January 2019

1. Flow production implementation for Lead-time reduction, inventory reduction, and productivity improvement
2. Established Just in Time relationships between sales and production through the relentless pursuit of set-up time reduction
3. Combined the quality improvement concept of "Build quality into the process" with my personal engineering techniques to improve productivity of equipment and machinery (avoidance of wasteful capital expenditure)
4. Reduced costs, improved quality, and improved serviceability through DFMAS-waste elimination in the product design stage
5. Applied the concept of flow to the office departments, separating human work and work performed by the computer, resulting in improved quality of work, reduced costs, and improved service
6. Kaizen in the areas of Production Preparation, Production Control, Procurement Control (Kamban), and TPM
7. Provided instruction in kaizen to develop people who properly understand and implement kaizen, and educated management in the proper ideal state of business management.

Clients
Porsche, Danaher, Wiremold, Stanley, ACM, Singapore Technologies, TBM
Yamatake , Hokushin Kogyo, Hitachi, Mogami Electric, Pratt & Whitney ,etc

April 1970-January 1994 : Isuzu Motors

December 1992 Manager of CR Promotion Office
Reformed the development department using tools such as VE, VA, DFMA, and shop floor kaizen.
Kaizen activity was linked from the development department through production departments and supplier companies.
Achieved Cost Reduction of \ 30,000,000,000YEN annually (approx. $300 million)

1. Responsible for kaizen instruction of all of Isuzu, as well as promotion, planning, and implementation
2. Established production leveling. Developed algorithms for the weekly and daily leveling of production for the assembly line involving in-house component and purchased components.
3. Planned and implemented the Isuzu Kamban System. The e-Kamban was proposed, but opposed by Shingijutsu Co. Ltd. Later in the year 2000 Toyota implemented e-Kamban.
4. Instructed Shatai Kogyo (Shatai Kogyo won the Special TPM Award)
5. Rebuilt the Isuzu Engine plant in Thailand. Kaizen instruction was responsible for quadrupling productivity and throughput without zero capital investment in 1.5 years.

July 1975: Tsurumi Plant
Managed Total Cost Control and plant wide Kaizen Promotion

1. All employees promoted and achieved a high-profit manufacturing plant while developing a fulfilling and
   meaningful work environment One-piece machining lines and one-piece flow lines were developed through out the plant.
   Presented results at the Japan IE Conference of the Japan IE Association, and published results in the IE Journal.
2. Achieved set-up times of less than 10 minutes for all machines in the plant.
3. Implemented the Kamban system throughout the whole plant. Developed information system for the plant resulting in the elimination of all administrative tasks of office staff. Presented results at the national conference of Companies
   Advanced in the Use of Personal Computer Japan Management Association.
4. Developed and utilized robots able to work alongside people on the manufacturing floor.
5. Jointly published the “Milling Handbook” as the milling specialist on the Research Group for Cutting Fluid Technologies.
6. We developed robots that worked with operators, reduced operators' workloads and made their tasks easier.
7. Jointly published the milling handbook as special committee with the Cutting Oil Technological Society.
8. Implementing Kaizen for Weakened Maintenance Department True TPM.

April 1970: Kawasaki Plant
Engineering Department, Tooling Section
Responsible for the design, research & development of machining tools and methods for cutting, grinding, etc.

1. Developed tooling with good chip control, developed quick changeover tooling
2. Established theories on the effectiveness and tool life for turning, milling, and various drilling and hole tools.
   Developed new tools based on these theories. Wrote paper developing these theories and was granted patents.
3. Developed theories for the optimal diamond dressing of grinding wheels, and developed diamond dressing
4. Learned the importance of production preparation by designing the processes and process methods for the machining line of the new V type diesel engines. Designed the equipment, tooling, and was responsible for production preparation and transfer and smooth startup in manufacturing.
5. 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.

March 1970:Graduated from The Department of Mechanical Engineering at
Nara National College of Technology.

December 1949:252 Nagara Gose city Nara prefecture Japan
Born as eldest son of Yoshinobu Doi (Father), Keiko Doi (Mother)