HONSHA PLANT ASSISTANT GENERAL MANAGER
About 25 years ago, the production of press lines were way of "making large (large quantities) and transporting them large (large containers)".
The number of parts were smaller than today, so it was better to do so, but with the passage of time, it became necessary to deal with a wide variety of production. To this end, it has become necessary to eliminate the shortage of space in the storage area and reduce the space on the production line in the post-process.
Accordingly, we have been working on the full-scale introduction of the Toyota Production System (TPS). However, what I faced in the beginning was a repulsion to change the way of "large-scale production and large transportation."
In response to opinions such as "it is better to produce a lot of products at once" and "it is easier to use lifts," we repeatedly explained the necessity and worked to improve it while obtaining convince.
Sometimes we had to push forward forcefully and fail, but we were able to root the idea of "making smaller and transporting smaller" in our plants.
Nowadays, because the inventory is small, the abnormality can be easily identified, and the number of products manufactured per day can be reduced by advancing the use of small boxes. Lifts and cranes have also advanced. People familiar with the situation at that time have said that on-site management has become "much easier" and "safer than before."
I think that the strength of our efforts is that we have continued to pay particular attention.
We are determined to be TOYOTETSU that continues to evolve even further by continuing to work with the word "There is no end to improvements."
NUKATA PLANT ASSISTANT GENERAL MANAGER
Since I joined the company, I have mainly accumulated experience in the assembly line on the job site, and I am currently in the position of management.
Like the phrase "Manufacturing is human development," human development is a lifeline at manufacturing sites as well. I believe it is my mission to build human resources in which basic rules can be followed through daily work. On the site, observe the work every day for 15 minutes and give guidance of the awareness. In addition, we will take up problems and improve them. We are committed to communicating with subordinates in this way.
Currently, we have launched assembly work at each plant, reviewing the basic rules, and unifying various methods at each plant. Unification of methods enables teaching in the same procedures, even when factories are different, and standardization can be achieved by putting them into a common system. The activities are then carried out with the aim of handing down the unified method to the successors. In addition, in recent years, we have been conducting mutual study sessions with the Group companies in Japan to unify these activities among the Group.
Continuing activities by visualizing (normal/abnormal) lines will be an activity that raises the field strength, and continuing improvements with the subordinates will turn out to be significant results. This is a word often used to be said by my boss. We would like to continue our activities in order to take over the idea of our boss and realize the TOYOTETSU Mind.
SASAHARA PLANT ASSISTANT GENERAL MANAGER
Since I joined the company, I have been involved in the work that focuses on equipment, and I am currently in charge of the maintenance section.
Maintenance departments tend to simply repair broken equipment as after-the-fact maintenance and prevent equipment from breaking down simply through preventive maintenance. However, the TPM activities I'm working on are not just that. "PM activities" are activities to prevent failures through preventive maintenance, and are driven by maintenance personnel. The addition of "T" means the total participation of all employees.
Previously, I was told by my senior colleagues that maintenance was "medical" and production equipment was "child" and "parent" who raised it was "operator who worked on the front line.""Parents" are asked to see a little abnormality that is different from the usual "child" and diagnose and fix it before a large illness (malfunction) occurs.It is the TPM activity in which everyone involved in "manufacturing" is aware of it, not just the activities of maintenance personnel, and Seriously work by communicating from detailed informations.
In reality, it is very difficult to change the awareness of the entire organization and achieve "failure 0" of the ideal figure, and it is impossible to prevent failures (illnesses and injuries) without any precursors together with humans.Therefore, we will evolve our "Seriously Steadily Completely" initiative and TPM-based activities so that doctors can diagnose and inspect them and identify signs of failure. We will also improve our skills to cure them quickly even if they fail, and each maintenance person will become a "famous doctor" and a "parent" will emerge who is aware of minor abnormalities.
NUKATA PLANT ASSISTANT GENERAL MANAGER
I have been engaged in engineering work since I joined the company. Construction is the plant's control tower, which maintains and manages the system to shorten the lead time from procurement of materials to delivery to customers, eliminating waste in production activities, and fulfilling our responsibility to supply to customers.
The "mechanism" has evolved more than ever before, making on-site management easier, while processing work for management became finer and more complicated, and manual work was gradually shifting to automation.
As we proceed with automation of work, the processing time for work will be shortened, but we are worried that the purpose, basis, and basis of the "mechanism" will not be known, and the number of people answering only the results will increase. Pressing a button on a personal computer becomes a job, and I am not able to understand why, what we are using, and what we are doing at that time. Using an analog procedure manual to teach and teach the essence of the system and to cultivate human resources that can convey the essence of the system.
Work automation will continue to advance. As we proceed with automation, we will continue to convey "the essence of the system" so that it is not left behind, and aim to be a factory that can continue to conduct production activities in accordance with the system.
OPERATIONS MANAGEMENT CONSULTING DIV. PROJECT ASSISTANT GENERAL MANAGER
I have been involved in promoting the Toyota Production System (TPS) for many years. TPS is a manufacturing method that aims to reduce costs by thoroughly eliminating waste, and this is the starting point for TOYOTETSU manufacturing. With the advice of Toyota Motor Corporation, TOYOTETSU's seniors have built up this production-type production system, which TOYOTETSU continues to inherit.
There is an impressive word that I received from the customer when I was assigned overseas.
"Even if you go to any location,TOYOTETSU feels that the plant is being created with the same idea as Kintaro-candy," he said. When establishing a new base in Japan and overseas, the Production Survey Department creates a foundation for the structure of manufacturing based on the concept of TPS and creates a new plant. Then, "human resources" that can understand the idea of TPS and transfer it to practice will cultivate and evolve that factory.I think this is the completion of "TOYOTETSU candy".
The important thing is to cultivate "human resources" from "human". No matter how good the manufacturing system and tools are in place, this production system does not hold true.
The TOYOTETSU Group's manpower, including those in Japan and abroad, will be able to play an active role not only in Japan, but also in other countries. We will continue to work hard to pursue endless TPS.