The Challenges of Implementing Just-in-Time (JIT) and How to Overcome Them

Just-in-Time (JIT) is a production strategy that aims to produce the right quantity of products at the right time to meet customer demand. The JIT system aims to eliminate waste, reduce inventory, and improve efficiency. However, despite its many advantages, implementing JIT can be a daunting task, and businesses may encounter several problems during implementation. In this blog post, we will discuss some of the implementation problems of JIT.

Weak Commitment of Top Management

One of the significant challenges of JIT implementation is the lack of commitment by top management. The success of the JIT system requires full support and commitment from top management. Without strong leadership, employees may not take the implementation seriously, and the process may fail.

Training and Education of Employees

Another challenge of JIT implementation is the training and education of employees. JIT requires a high level of skill and coordination from employees. Training and education are essential to ensure that employees understand the JIT system’s principles and how to implement them.

Lack of Commitment by Employees

Even with proper training, employees may still resist the implementation of the JIT system. Resistance may arise due to a lack of understanding, fear of job loss, or job change. To overcome this challenge, management should involve employees in the implementation process, communicate the benefits of the JIT system, and address their concerns.

Period of Implementation

The period of implementation is another challenge for JIT. Implementing JIT is a gradual process that requires time and effort. It is not a one-time event. The process may take months or even years to complete, and management should be patient and persistent.

Vendor Training and Development

JIT implementation involves suppliers and vendors. The success of the JIT system depends on the vendors’ ability to deliver products on time and in the right quantity. Vendors need to be trained and developed to meet the JIT system’s requirements. This may require additional resources and effort from the company.

Vendor Acceptance and Commitment

In addition to training and development, vendor acceptance and commitment are also critical to the success of the JIT system. Vendors may be reluctant to change their current production processes, and their commitment to the JIT system may be weak. Companies should work closely with vendors to gain their commitment and ensure a successful implementation.

Workers’ Fear and Anxiety

Workers may fear change and uncertainty during JIT implementation, resulting in anxiety and resistance. Management should address these fears and provide employees with the necessary support and resources to alleviate their concerns.

Implementing JIT can bring significant benefits to a company, but it can also present several challenges. Management should be committed, employees trained, and vendors developed for the JIT system to succeed. The implementation process may take time, and workers’ fears and anxieties must be addressed to achieve success.

References:

1. Chase, R. B., & Aquilano, N. J. (1995). Production and operations management: manufacturing and services. Irwin/McGraw-Hill.
2. Cook, D. P., & Bernthal, P. R. (1993). Just-in-time: A flexible, low-investment tool for US manufacturers. Production and Inventory Management Journal, 34(3), 57-62.
3. Gupta, R. (1993). Implementation of Just-in-Time manufacturing: a case study. International Journal of Operations & Production Management.
4. Klassen, R. D., & Whybark, D. C. (1999). Environmental management in operations: The selection of environmental technologies. Decision Sciences, 30(3), 601-631.
5. Vollmann, T. E., & Berry, W. L. (1985). JIT: A performance-based approach. Planning Review, 13(4), 27-31.

Learning from the Best: How Toyota Studied Ford’s Production System and Revolutionized the Automotive Industry

When Toyota first began producing automobiles in Japan in the 1930s, the company faced a number of challenges. Japan was a relatively small market for cars at the time, and Toyota lacked the scale and resources of established Western automakers. However, Toyota’s founder, Kiichiro Toyoda, was determined to create a world-class production system that would enable the company to compete on the global stage.

To achieve this goal, Toyoda turned to the pioneering work of Henry Ford and the Ford Motor Company in the United States. Ford had developed a revolutionary production system based on the principles of standardization, specialization, and mass production, which had helped him to create affordable cars for the masses. Toyota recognized the potential of Ford’s system and decided to send a team of engineers to the United States to study it firsthand.

The Toyota engineers were impressed by what they saw at Ford’s factories. They observed how Ford had broken down the production process into small, repetitive tasks that could be performed by unskilled workers, which allowed for high levels of efficiency and productivity. They also saw how Ford had developed a system of interchangeable parts and standardized components, which reduced waste and increased reliability.

However, the Toyota engineers also identified several limitations of Ford’s system. They noticed that it was highly inflexible, with production lines designed to produce one type of car at a time. This meant that if demand for a particular model changed, Ford would need to retool its factories, which was a costly and time-consuming process.

Toyota engineers returned to Japan and began to develop their own production system, which they called the Toyota Production System (TPS). TPS built upon the principles of standardization and specialization that Ford had pioneered, but added several key innovations that made it more flexible and adaptable to changing customer needs. One of these innovations was the use of small, multi-skilled teams of workers who could perform a variety of tasks and adjust their production processes on the fly.

Over time, Toyota refined and improved upon the TPS, turning it into a world-class production system that has been widely emulated by other manufacturers. Today, the Toyota Production System is recognized as a model of lean manufacturing, and has helped Toyota to become one of the world’s largest and most successful automakers.

Toyota’s early success was due in part to its willingness to learn from the best and adopt innovative practices from other industries and cultures. By studying Ford’s production system, Toyota was able to identify key principles that it could build upon and improve, ultimately creating a production system that has revolutionized the automotive industry.

Shining Light on Toyota’s Andon System: Empowering Quality and Continuous Improvement

In the world of manufacturing, where quality and efficiency are paramount, the Toyota Production System (TPS) has long been a symbol of excellence. One of its remarkable components is the Andon system—a visual management tool that illuminates the path to improvement. In this blog post, we’ll explore the origin of the word “Andon” and delve into its cultural significance. We’ll also uncover how this system works, the roles of supervisors and workers, its impact on Toyota’s vehicle quality, and how it has influenced other industries.

The Origin and Cultural Artifact of Andon: To fully understand the essence of the Andon system, we must travel back in time to feudal Japan. The word “Andon” itself is derived from two Japanese characters: “an” meaning peace or stability, and “don” signifying lantern. In Japanese culture, the lantern represents the guiding light that ensures safety, provides direction, and brings harmony to a given space. Toyota brilliantly integrated this cultural artifact into its production system, emphasizing the importance of visibility, communication, and vigilance.

How the Andon System Works: At the core of the Andon system is the fixed position stop system. Each workstation is equipped with a cord or button that workers can pull or press whenever they encounter an issue or spot a defect. Once activated, the Andon light—an overhead signal—illuminates, indicating that assistance is required. This immediately halts the production line, preventing further defects and allowing supervisors and workers to address the problem swiftly.

The Role of Supervisors and Workers: Supervisors play a crucial role in the Andon system. When a light is triggered, they must respond promptly, assessing the situation and working closely with the affected workers to resolve the issue. Through effective communication and problem-solving, supervisors empower workers to actively participate in the continuous improvement process. This collaborative approach fosters a culture of accountability, learning, and innovation on the shop floor.

Impact on Toyota Vehicle Quality: The Andon system has had a profound impact on the quality of Toyota vehicles. By promptly addressing issues, defects are caught early in the production process, reducing waste and preventing faulty vehicles from reaching customers. This attention to detail and commitment to quality have significantly contributed to Toyota’s reputation for reliability and customer satisfaction.

Influence on Other Industries: Toyota’s Andon system has inspired numerous industries beyond automotive manufacturing. Organizations worldwide have adopted and adapted their principles, recognizing the power of visual management and real-time problem-solving. From healthcare to aerospace, the Andon system has become a benchmark for organizations seeking to enhance quality, efficiency, and employee engagement.

The Andon system, with its cultural roots and practical applications, shines as a beacon of continuous improvement in the manufacturing realm. By incorporating the essence of the lantern’s symbolism, Toyota has illuminated the path to quality, empowering supervisors and workers to collaborate in real-time problem-solving. As a result, Toyota vehicles have become synonymous with reliability and excellence. The Andon system’s influence extends far beyond Toyota, inspiring industries worldwide to embrace the power of visual management and foster a culture of continuous improvement.

References:

1. Liker, J. K., & Meier, D. (2007). The Toyota Way Fieldbook. McGraw-Hill.
2. Shingo, S. (1989). A Study of the Toyota Production System: From an Industrial Engineering Viewpoint. Productivity Press.
3. Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press.
4. Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed the World

Kanban: Unleashing the Power of Pull in Modern Workflow Management

In the world of productivity and efficiency, one methodology has stood the test of time and continues to revolutionize the way work is managed—Kanban. In this blog post, we’ll explore the fascinating origin of Kanban and its humble beginnings in a supermarket. We’ll delve into how the pull system was discovered, the mechanics of Kanban in running a lean and efficient workflow, the different types of Kanban, and how advancements in technology have expanded its applications. Let’s embark on this journey of visual management and seamless workflow optimization!

Credit: https://www.changewise.co.uk/changewise-quick-read-introduction-to-kanban/

Above: The legend has it that it was ‘Piggly Wiggly Supermarket’ from where Toyota Production Boss Taichi Ohno adapted the pull system and implemented it using the Kanban technique.

The Supermarket Epiphany: The story of Kanban’s origin takes us back to the 1940s, when Toyota engineers sought inspiration outside the realm of manufacturing. Legend has it that they observed the operations of a local supermarket, specifically paying attention to how shelves were restocked. They noticed a simple yet powerful concept—the replenishment of goods occurred only when needed, triggered by the actual consumption of items. This discovery laid the groundwork for the pull system, where production is driven by actual demand rather than by forecasts or projections.

Running the Pull System with Kanban: Kanban, meaning “visual card” or “signboard” in Japanese, is the cornerstone of the pull system. It is a visual signaling mechanism that enables seamless coordination between different stages of production. Each stage, represented by a Kanban card or a digital equivalent, indicates the need for replenishment or the initiation of work. As a downstream process consumes materials or completes tasks, it triggers the upstream process to produce or deliver precisely what is required. This continuous flow eliminates waste, reduces inventory, and ensures that work is pulled based on real demand.

Types of Kanban: Kanban comes in various forms to suit different industries and workflows. The most common types include:

1. Production Kanban: Used in manufacturing processes, these Kanban cards signal the need for production to start or replenish specific parts or components.
2. Withdrawal Kanban: Typically employed in inventory management, these Kanban cards authorize the withdrawal of goods from a storage location, triggering the replenishment process.
3. Signal Kanban: Widely used in service-oriented industries, signal Kanban indicates the need for a particular service or task to be performed.

Kanban in the Digital Age: With advancements in technology, Kanban has evolved beyond physical cards to digital platforms and software tools. Virtual Kanban boards enable teams to visualize and manage their workflows in real time, regardless of geographical location. Mobile applications and cloud-based solutions have made Kanban accessible and adaptable to modern work environments, fostering collaboration and efficiency.

From its humble beginnings in a supermarket, Kanban has transformed the way work is managed and optimized. Harnessing the power of the pull system, it enables organizations to respond to real demand, minimize waste, and foster continuous improvement. With the advent of technology, Kanban has embraced digital solutions, empowering teams to streamline workflows and collaborate seamlessly. Embrace the power of Kanban, and watch your productivity soar to new heights!

References:

1. Anderson, D. J. (2010). Kanban: Successful Evolutionary Change for Your Technology Business. Blue Hole Press.
2. Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill.
3. Reinertsen, D. G. (2009). The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing.
4. Cohn, M. (2010). Succeeding with Agile: Software Development Using Scrum. Addison-Wesley Professional.

Building a Strong Lean Culture: The Power of Training and Development

Implementing and sustaining a lean culture within an organization requires more than just adopting lean principles and practices. It demands a commitment to continuous improvement and the development of employees who can effectively drive lean operations. In this blog post, we will explore the importance of training and development in establishing and nurturing a lean culture. Additionally, we will highlight three organizations that have prioritized employee training and achieved exceptional results in their lean initiatives.

Training and development play a pivotal role in successfully implementing and sustaining a lean culture within an organization. Here’s why they are crucial:

1. Skill Enhancement: Lean methodologies and tools require specific skills and knowledge. Training programs provide employees with the necessary skills to identify and eliminate waste, optimize processes, and drive continuous improvement. Developing a workforce that is well-versed in lean concepts ensures effective implementation and sustenance of lean practices.
2. Change Management: Adopting a lean culture often involves significant organizational changes. Training equips employees with the knowledge and understanding of lean principles, encouraging buy-in and participation in the transformation process. By providing training on change management, organizations can prepare employees for the challenges and opportunities that come with lean initiatives.
3. Employee Engagement and Empowerment: Training and development programs empower employees by involving them in problem-solving and improvement activities. Engaged employees become active contributors to the lean culture, leveraging their skills and knowledge to drive positive change. When employees feel valued and equipped to contribute, they are more likely to embrace lean principles and actively participate in lean initiatives.

Examples of Organizations Prioritizing Training and Development for Lean Success:

1. Toyota: Toyota is widely recognized as a pioneer of lean thinking and has placed significant emphasis on employee training and development. The Toyota Production System (TPS), the foundation of lean manufacturing, is centered around continuous improvement and employee involvement. Toyota provides extensive training to employees at all levels, ensuring they have the skills and knowledge to implement lean practices effectively. The company’s commitment to employee development has been instrumental in its long-standing success.
2. General Electric (GE): GE has implemented a comprehensive Lean Six Sigma program, focusing on eliminating waste and improving operational efficiency. To support this initiative, GE has invested heavily in training and development programs. They offer specialized Lean Six Sigma training to employees across various functions and levels, empowering them to identify process inefficiencies and drive improvement projects. GE’s focus on training has resulted in significant cost savings, improved quality, and enhanced customer satisfaction.
3. Danaher Corporation: Danaher, a global science and technology innovator, has built a strong lean culture across its diverse portfolio of companies. They have implemented the Danaher Business System (DBS), a comprehensive lean management system. Training and development are at the core of DBS, with a dedicated training curriculum that covers lean principles, problem-solving methodologies, and leadership development. By prioritizing employee training, Danaher has achieved remarkable operational excellence and sustained business growth.

References:

1. Liker, J. K., & Meier, D. (2006). The Toyota Way Fieldbook: A Practical Guide for Implementing Toyota’s 4Ps. McGraw-Hill Education.
2. George, M. L. (2003). Lean Six Sigma: Combining Six Sigma with Lean Speed. McGraw-Hill Education.
3. Womack, J. P., Jones, D. T., & Roos, D. (1991). The Machine That Changed the World: The Story of Lean Production. Simon and Schuster.

The Machine that Changed the World: A Revolution in Manufacturing

The Machine that Changed the World, written by James P. Womack, Daniel T. Jones, and Daniel Roos, is a seminal book that has had a significant impact on the manufacturing industry worldwide. The book, published in 1990, details the rise of the Toyota Production System (TPS) and its transformational impact on the automotive industry.

The book provides an in-depth analysis of the lean operations being conducted by Toyota Motor Corporation and explains how the TPS has revolutionized the automotive manufacturing industry. The authors spent five years studying the production systems of 14 different countries to understand why Toyota had become so successful. They concluded that the TPS was the most efficient production system in the world, and its principles could be applied to any manufacturing process.

The book introduced the concept of “lean manufacturing,” which focuses on reducing waste, increasing efficiency, and continuously improving processes. The TPS achieves this by using a Just-in-Time (JIT) production system, where each process only produces what is needed by the next process in the production line. This system eliminates the need for inventory and reduces waste, resulting in a more efficient and cost-effective production process.

The Machine that Changed the World had a profound impact on the manufacturing industry, and its principles have been adopted by companies worldwide. The book highlighted the importance of continuous improvement and the elimination of waste, which has become the cornerstone of modern manufacturing. Many companies have implemented the TPS principles, resulting in significant improvements in their production processes, including increased efficiency, higher quality, and reduced costs.

The book introduced several new concepts that were not widely known in the manufacturing world at the time. These included the importance of customer-focused production, the need for continuous improvement, and the concept of “kaizen,” which involves small, incremental changes to improve efficiency and quality.

The Machine That Changed the World is a groundbreaking book that has had a significant impact on the manufacturing industry worldwide. It introduced the concept of lean manufacturing and the Toyota Production System, which have transformed manufacturing processes globally. The book’s insights and principles have helped companies to become more efficient, reduce costs, and improve quality. It is a must-read for anyone interested in manufacturing, and its lessons are still relevant today.

References:

1. Womack, J.P., Jones, D.T., & Roos, D. (1990). The Machine That Changed the World. Simon & Schuster.
2. “The Toyota Production System and Lean Manufacturing.” Harvard Business Review, 2007.
3. “The Lean Journey.” Lean Enterprise Institute.
4. “Lean Manufacturing Principles.” Industry Week.

Gemba Walk: A Game-Changing Concept for Production & Service Operations

Above: Taichi Ohno

In today’s fast-paced business world, the success of any organization depends on its ability to continuously improve its operations. This is where the Gemba Walk, a concept that originated in Japan, comes into play. Gemba Walk is a powerful tool that allows managers and executives to identify and eliminate waste, streamline processes, and improve efficiency. In this blog post, we will explore the origin and impact of Gemba Walk, its unique change, the steps involved in the process, and its application in the service industry.

Origin and Impact of Gemba Walk

Gemba is a Japanese word that means the place where the work is done. In the context of business, Gemba refers to the shop floor, where the actual production takes place. The concept of Gemba Walk was developed by Taiichi Ohno, a Toyota executive, in the 1950s. He believed that the best way to understand the production process was to observe it firsthand, by walking around the shop floor and talking to the workers. This concept has had a profound impact on the Japanese manufacturing industry, leading to the development of the Lean Production System.

The World Discovers Gemba Walk

The world first learned about the concept of Gemba Walk in the 1980s, when Toyota became a major player in the global auto industry. In the early 1990s, the concept gained further prominence when it was featured in the book “The Machine That Changed the World” by James P. Womack, Daniel T. Jones, and Daniel Roos. This book highlighted the revolutionary impact of the Lean Production System on the automotive industry and introduced the concept of Gemba Walk to a wider audience.

Unique Change Brought by Gemba Walk

The unique change brought about by Gemba Walk is that it empowers frontline workers to identify and solve problems, instead of relying on managers to do so. This approach not only improves the quality of the product but also increases employee engagement and ownership. In addition, Gemba Walk helps managers to build relationships with their employees, leading to better communication, collaboration, and trust.

Steps Involved in Gemba Walk

The first step in Gemba Walk is to identify the specific problem or area that needs improvement. Then, the manager or executive should visit the shop floor and observe the production process, looking for opportunities to eliminate waste and improve efficiency. The manager should talk to the workers to understand their perspective and gain insight into the production process. Finally, the manager should document their findings and work with the team to implement solutions.

Application of Gemba Walk in the Service Industry

While Gemba Walk originated in the manufacturing industry, it can be applied to any organization that has a physical location where work is performed. This includes the service industry, where managers can observe customer interactions, identify pain points, and improve service delivery. For example, a hotel manager can use Gemba Walk to observe the check-in and check-out process, room service, and other customer interactions to improve the guest experience.

Successful Implementation of Gemba Walk Beyond Japan

Gemba Walk has been successfully implemented in various industries and organizations across the world. For example, General Electric uses Gemba Walk to improve its manufacturing operations, while the healthcare industry uses it to improve patient care. Gemba Walk has also been implemented in the construction industry to improve safety and quality.

Gemba Walk is a powerful tool that enables managers and executives to improve operations by observing the production process firsthand. This concept originated in Japan and has had a profound impact on the Japanese manufacturing industry, leading to the development of the Lean Production System. Gemba Walk empowers frontline workers, improves communication and collaboration, and enables organizations to continuously improve their processes.

References:

1. Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill.
2. Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed the World: The Story of Lean Production. New York: Free Press.
3. Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity Press.
4. Dale, B. G., & Plunkett, J. J. (1991). Quality Costing. New York: Chapman and Hall.
5. Rother, M., & Shook, J. (2003). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Brookline, MA: Lean Enterprise Institute.
6. Graban, M. (2008). Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction. New York: Productivity Press.
7. Kondo, Y. (2013). Gemba Walks for Service Excellence: The Step-by-Step Guide for Identifying Service Delighters. New York: CRC Press.

Root Cause Analysis: A Guide to Identifying the Source of Problems

Root Cause Analysis (RCA) is a systematic process that helps organizations identify the underlying causes of problems or events. By understanding the root cause of a problem, organizations can take appropriate corrective action to prevent similar issues from occurring in the future. In this post, we will explore the concept of RCA, its usefulness, and the tools and techniques commonly used for conducting RCA.

RCA is particularly useful in situations where a problem or event has occurred, and there is a need to understand why it happened. This could be anything from a quality issue in a manufacturing process to a safety incident in the workplace. RCA is also used proactively to identify potential problems before they occur, allowing organizations to take corrective action to prevent them from happening.

There are several tools and techniques that organizations use for conducting RCA. These include:

1. Ishikawa diagram (also known as fishbone diagram or cause-and-effect diagram): This tool helps to identify the various causes of a problem and to group them into categories.
2. 5 Whys: This technique involves asking “why” multiple times to drill down to the root cause of a problem.
3. Fault Tree Analysis: This technique involves breaking down a problem into smaller parts and identifying the events that led to the problem.
4. Pareto Chart: This chart helps to identify the most significant causes of a problem by ranking them in order of importance.
5. Failure Modes and Effects Analysis (FMEA): This technique involves identifying potential failures in a system and evaluating their potential impact.

Out of all these techniques, the 5 Whys technique is the most popular RCA tool widely used around the world. It is a simple yet effective way to identify the root cause of a problem by asking “why” multiple times until the underlying cause is found.

RCA is an essential process for organizations that want to identify the underlying causes of problems and events. By understanding the root cause of a problem, organizations can take appropriate corrective action to prevent similar issues from occurring in the future. Ishikawa diagram, 5 Whys, Fault Tree Analysis, Pareto Chart, and FMEA are some of the tools and techniques used for conducting RCA, with the 5 Whys technique being the most popular.

References:

• “Root Cause Analysis (RCA): A Comprehensive Guide” by Kevin Smith, Quality Assurance & Food Safety Magazine
• “Root Cause Analysis” by the National Safety Council
• “Root Cause Analysis Tools and Techniques: A Review” by Ehsan Salehnia and Majid Hashemipour, Procedia Engineering

Shigeo Shingo: The Mastermind Behind Toyota’s Manufacturing Revolution

Shigeo Shingo was a Japanese industrial engineer who played a key role in transforming Toyota into a manufacturing powerhouse. Shingo’s contributions to the development of the Toyota Production System (TPS) and the invention of the Single Minute Exchange of Die (SMED) technique have had a profound impact on the manufacturing industry worldwide.

Shingo’s work on the TPS helped Toyota to streamline its production processes, reduce waste, and increase efficiency. He emphasized the importance of continuous improvement, or Kaizen, and introduced the concept of Just-In-Time (JIT) manufacturing, which involves producing only what is needed, when it is needed, and in the quantity needed.

Shigeo Shingo designed the Single Minute Exchange of Die (SMED) technique to address the issue of long changeover times in manufacturing. Changeover time refers to the time it takes to switch a production line from producing one product to another. In the past, changeover times in manufacturing could take several hours or even days, during which the production line would be idle.

Shingo recognized that long changeover times were a major source of waste in manufacturing, and set out to develop a way to reduce them. His goal was to reduce changeover times to less than ten minutes, which is why he called it the “Single Minute Exchange of Die.”

Shingo’s SMED technique involved analyzing every step of the changeover process, eliminating any non-essential steps, and streamlining the remaining steps to make them as efficient as possible. This involved using tools such as checklists, visual aids, and standard operating procedures to ensure that each step was carried out quickly and accurately.

The impact of SMED on Toyota’s manufacturing efficiency was significant. By reducing changeover times, Toyota was able to produce smaller batches of products, which reduced inventory levels and enabled the company to respond more quickly to changing customer demands. This allowed Toyota to achieve a level of flexibility and agility that was previously unheard of in the manufacturing industry.

SMED also helped Toyota to reduce costs by minimizing downtime and increasing production capacity. By reducing the time it took to switch production from one product to another, Toyota was able to produce more products in less time, which increased its overall output and profitability.

Shingo designed SMED to address the issue of long changeover times in manufacturing, which was a major source of waste and inefficiency. His technique helped Toyota to reduce changeover times to less than ten minutes, which improved the company’s manufacturing efficiency, flexibility, and profitability.

Shigeo Shingo did teach SMED to other non-Japanese companies as a consultant. He was highly sought after as a consultant by companies all over the world who were interested in improving their manufacturing processes.

Shingo’s consulting work was highly successful, and many companies were able to benefit from his expertise in implementing the SMED technique. Some of the companies that he worked with included Ford, General Motors, and Harley-Davidson, among others.

For example, when Ford Motor Company implemented SMED at one of its manufacturing plants in the 1980s, it was able to reduce changeover times from several hours to less than 20 minutes. This led to a significant increase in production capacity and efficiency, as well as a reduction in costs.

Similarly, when Harley-Davidson implemented SMED at one of its manufacturing plants in the 1990s, it was able to reduce changeover times by 75%, which led to a significant increase in production efficiency and flexibility.

Shigeo Shingo’s consulting work with non-Japanese companies was highly successful, and many companies were able to benefit from his expertise in implementing the SMED technique. His contributions to the field of lean manufacturing and continuous improvement continue to be highly regarded and studied by manufacturers all over the world.

References:

1. “Shigeo Shingo: The Father of Modern Manufacturing.” Lean Production, https://www.leanproduction.com/shigeo-shingo.html.
2. “Shigeo Shingo and the Toyota Production System.” The Lean Post, 27 Feb. 2017, https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=635.
3. “Shigeo Shingo: The Lean Legend Who Transformed Manufacturing.” ThomasNet, 11 Dec. 2018, https://www.thomasnet.com/insights/shigeo-shingo-the-lean-legend-who-transformed-manufacturing/.
4. “Shigeo Shingo: The Man Who Revolutionized Manufacturing.” SME, 5 Jun. 2017, https://www.sme.org/technologies/articles/2017/june/shigeo-shingo-the-man-who-revolutionized-manufacturing/.

Some Images of 5S Houskeeping in Factories

There are number of websites on internet that explain the concept of 5S Housekeeing. I have collected and uploaded selected images here so that concept could be understood easily.  Here they are: