5 - junichi sato(yamaha)_26 tocpa_japan_19 may 2016_eng

8/16/2019 5 - Junichi Sato(YAMAHA)_26 TOCPA_Japan_19 May 2016_Eng

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 19-20 May 2016 !"#"o#a $apan

TOC補充ソリューションを用いた生産方式改⾰- 受注生産(MTO)から在庫補充生産(MTA)への移⾏

Using TOC Replenishment to transform production from MTO to MTA

佐藤淳一

ヤマハ熊本プロダクツ株式会社 / 物流改⾰ＰＪ19th May, 2016


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 2

1991年に⼊社し、⽣産管理を担当、その後ＩＴを担当した。そこでＳＡＰ導⼊などに携わる。

2008年にマネージャーとなり、よりＩＴを駆使して⽣産現場を改善するべく、⽣産管理とＩＴ部門を融合し、スケジューラの企画設計、物流改⾰などで成果をあげる。

2012年からは経営企画課にてビジョン、戦略⽴案と視野を広げ、ＴＯＰの想いであった“マネのできないモ

ノづくり！”に応えるべく、⽣産方式改⾰を追及し、ＭＴＡに出会い改⾰を実現した。現在、ＤＴＡにむけ、

準備を進めている。

ヤマハ熊本プロダクツ株式会社物流改⾰プロジェクトリーダー

Junichi Sato is the project leader of Logistics reforming project of YAMAHAKUMAMOTO PRODUCTS Co., Ltd.

He joined YAMAHA in 1991, and was engaged in Production Planning and IT. He was involved in SAP implementation at that time.

In 2008, he became a manager and integrated Production Planning and IT

departments for the sake of improving production performance through making full use of IT.

In 2012, he was in charge of Management Planning for achieving the company’s vision and strategy of creating a unique production system that any competitors can’t do. For that, he conducted MTA Implementation in 2013.

He is currently preparing for the next challenge – DTA implementation.

[email protected]

佐藤淳一

Junichi Sato


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OverviewOverviewOverviewOverview：：：：

YAMAHA Kumamoto Products (YKP) – is a manufacturing sister company of YAMAHA Motorcycle –produces marine engines and supply them to 180 countries.

Even through their products are supplied to the distribution chain, YKP run under the MTO mode ofoperation and made the master production schedule driven by assembly.

Part production had a lot of chronic problems, such as lack of capacity and mis-synchronization withsubcontractors.

For solving these problems, YKP started the MTIA – Make to Internal Availability – Pilot implementation in

February 2013. In 2-3 months, YKP saw that the production lead time was reduced significantly whileincreasing productivity. Management decided to move to the full execution.

Since then, YKP developed their own IT tool for MTIA and started the preparation for expanding theimplementation to the distribution.

Features of this presentationFeatures of this presentationFeatures of this presentationFeatures of this presentation：：：：・・・・BottomBottomBottomBottom----up implementationup implementationup implementationup implementation

・・・・Transform from MTO to MTATransform from MTO to MTATransform from MTO to MTATransform from MTO to MTA

・・・・WinWinWinWin----Win relationship with subcontractorsWin relationship with subcontractorsWin relationship with subcontractorsWin relationship with subcontractors

・・・・Usage of Thinking Processes before and during implementationUsage of Thinking Processes before and during implementationUsage of Thinking Processes before and during implementationUsage of Thinking Processes before and during implementation

Overview


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Consensus

Inherent Simplicity

Respect

Win-Win

Company ProfileCompany ProfileCompany ProfileCompany Profile

BackgroundBackgroundBackgroundBackground

Starting Pilot ProjectStarting Pilot ProjectStarting Pilot ProjectStarting Pilot Project

Conceptual Change from MTOConceptual Change from MTOConceptual Change from MTOConceptual Change from MTO to MTAto MTAto MTAto MTA

Collaboration with SubcontractorsCollaboration with SubcontractorsCollaboration with SubcontractorsCollaboration with Subcontractors

Obstacles & SolutionsObstacles & SolutionsObstacles & SolutionsObstacles & Solutions

ResultsResultsResultsResults

For Full RolloutFor Full RolloutFor Full RolloutFor Full Rollout –––– Develop IT SystemDevelop IT SystemDevelop IT SystemDevelop IT System

Future PlanFuture PlanFuture PlanFuture Plan

Lessons LearnedLessons LearnedLessons LearnedLessons Learned

Agenda


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Outboard Motors

YAMAHA

YAMAHA Motorcycle

Company Profile


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Name YAMAHA Kumamoto Products

Established November 1998

Capital 490 Million yen

Employee 556

Business Manufacturer of Marine Engines

Sales 21,800 Million yen

Yatsushiro, Kumamoto, Japan

Banpeiyu

Igusa

Company Profile


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To 180 countries

Casting Chartering RWH

清水港

博多港

八代港

久留米倉庫

Distributer

通

関

Stock Stock

Stock

%moothin& Machining Painting Assembly Shipping

Purchasing

YAMAHA Kumamoto

Business & Supply Chain


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Casting

Machining

Smoothing

Painting

Assembly

Packing

445 SKUs

390 SKUs

（Common Parts 100 SKUs）

PIPIPIPI

5,500 SKUs

425 SKUs

Two Subcontractors work in ourplant - Outsourcing

• Dependent Set-up

• Long set-up time(3-10H)

• Multiple CCRs

RM

122 SKUs

Ship

Manufacturing Process


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Agenda


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Top’s dream：“To become a true “Coherent plant” based on link management technique”

SCM slogan：Synchronize Production and Sales by integrating physical process flow, information flow andmanagerial flow

Increase EfficiencyIncrease EfficiencyIncrease EfficiencyIncrease Efficiency

Reduce InventoryReduce InventoryReduce InventoryReduce Inventory

By reducing LT, we will achieve:

⇒ OE reduced

⇒ Demand satisfied

Coherent Plant

＝ Nimble & Strong Chain

Is it “ＴＯＣ” ??

“Stabilized” & “Rapid”FlowFlowFlowFlow

Implementing APS…Backward scheduling

But Murphy in execution

Same Demands?We have focused on higher DDP for HQ

But the need of customer in US is

same as in Indonesia?

What is “Coherent Plant”?Can we change the way of

Part Production? Inventory is“Enemy”?What’s wrong with inventory?

Why OC!


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D

Stick to the planthat was set

or officially updated

D

Stick to the planthat was set

or officially updated

D’Take expensive

corrective actions toadd capacity

D’Take expensive

corrective actions toadd capacity

C

Meet assembly schedule

C

Meet assembly schedule

A

Manage well

A

Manage well

B

Control cost

B

Control cost

■ There is too much overtime in part productionThere is too much overtime in part productionThere is too much overtime in part productionThere is too much overtime in part production

■ There are too many items that have excess stock in front of assemblyThere are too many items that have excess stock in front of assemblyThere are too many items that have excess stock in front of assemblyThere are too many items that have excess stock in front of assembly

■ Too much efforts and negotiations required to make a production planToo much efforts and negotiations required to make a production planToo much efforts and negotiations required to make a production planToo much efforts and negotiations required to make a production plan

■ Many Improvement initiatives don’t provide expectedMany Improvement initiatives don’t provide expectedMany Improvement initiatives don’t provide expectedMany Improvement initiatives don’t provide expected resultsresultsresultsresults

"#$s & Core Pro%lem in

Parts Production


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MTIA

Casting Smoothing M/C Paint

Pressfitting

Assy

Pack

PartsCenter

CKD

Dealers

Pack

DockWH

RWH

Procurement

X 4

RM

PTA

Procurement

PTAPurchased

Item

SFWH – Semi-Finished Goods WarehousePTA – Purchase to AvailabilityComplete Knock-Down

SFWH

X180countries

Areas for applying MTIA and placesfor building Stock Buffers

SFWH

Build enough Stock Buffer at SFWH, and replenish based on consumption from it

Consume

Request

Replenish

Suggested Solution

Ma'e to (nternal Availa%ility


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Identified the Core Problem andDirection of the Solution. But…

It’s not equipmentinvestment…

It’s not IT systemimplementation

Inventory will increase!!Go back to the old days？

Is itmagic stick?

HQ haven’timplemented

Many Obstacles

PPCBusinessPlanning Production

Gate4

ＴＯＰ

ProductionTechnology

Management

Gate3Twice

Gate17 times

Gate23 times

4 Gates to overcome

Use Transition Tree (TrT) to plan my actions

)etting Buy*in from op Mgmt


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Agenda


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2012 2013

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ConsensusBuilding

CRS &SolutionDesign

by Juntos

PilotPreparation

PilotExecution

InformationGathering

Management Tools ProgramManagement Tools ProgramManagement Tools ProgramManagement Tools Program：：：：

TOC-TP Training Course

Joining MT Club*： Mastering TP skills

Management WSManagement WSManagement WSManagement WS：：：：

Solution Offer to Director

Implementation SetImplementation SetImplementation SetImplementation Set----up WSup WSup WSup WS：：：：Knowledge Transfer to Core Team

Decision madeDecision madeDecision madeDecision made

for Rollfor Rollfor Rollfor Roll----outoutoutoutMT Club： MTのプログラム受講生による勉強会。月1回の定例会を福岡で開催

GettingBuy-in

imeline


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Steering Committee【Ｊｕｎｔｏｓ】

Keita Asaine

【Production, Casting】Prod Mgrs, Supervisors【Operation team】PPC

【PSNC】Katsuyuki Utsunomiya

ツール開発

【IT team】ＳＥ, ＰＧ

Junichi Sato【Ｊｕｎｔｏｓ】

Ryoma Shiratsuchi

Ken Sugimura

・タスクマネージャー・コンサル窓口・専門知識リード・モノづくり戦略整合

・リソース、評価見極め・トライ中の意思決定

・ファシリテーション

・導入実行

【Production, Smoothing】Ａ社所長、課長Ｂ社所長、課長

【Production, Machining】Prod Mgrs, Supervisors

Core Team

Pro+ect eam


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MTA Game Effectively transferred MTA knowledge

Developing new planning procedure Conflict on how to use APS

with asmile


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SKU File

JB8 JB9 SC1MTIA 品目総数 30 63 9

MTIA 在庫切れ数 6.0 20.0 0.0

MTIA 利用可能率 80.0% 68.3% 100.0%

MTIA DIOH 3.0 2.5 6.6

# SKU ID Name Line Type 目標在庫

(TL)

手持在庫

(OH)ﾊﾞｯﾌｧ

消費

製造中WO

(WIP)

要求補充量

(on request)

入庫数

(in)

出庫数

(out)

平均日次

消費

（先月）

DIOH

（先月）

1 68S4594200YY80 68S-11 JB8 MTIA 414 10 98% 428 -24 0 0 17 0.62 68U 4594200YY80 68U -9 JB8 MTIA 244 8 97% 254 -18 0 0 5 1.83 68V4594200YY80 68V-17 JB8 MTIA 49 5 90% 111 -67 0 0 3 1.74 68V4594400YY80 68V-19 JB8 MTIA 36 2 94% 168 -134 0 0 3 0.65 69G4594200YY80 69G-5 -3/4 JB8 MTIA 414 11 97% 434 -31 0 0 3 3.96 69G 4594400YY80 69G -7 JB8 MTIA 3,618 50 99% 3,618 -50 0 0 32 1.67 69W4594400YY80 69W-15 JB8 MTIA 515 37 93% 527 -49 0 12 5 7.5

8 69W4594600YY80 69W-13 JB8 MTIA 2,274 613 73% 1,584 77 0 143 144 4.39 69W4594800YY80 69W-11 JB8 MTIA 1,343 592 56% 848 -97 0 150 114 5.2

10 69W4595300YY80 69W-12 JB8 MTIA 1,872 48 97% 1,831 -7 0 0 106 0.511 69W4595900YY80 69W-14 JB8 MTIA 278 62 78% 507 -291 0 0 18 3.412 6E54594200YY80 6E5- 19 JB8 MTIA 966 86 91% 647 233 96 350 45 1.913 6E54594400YY80 6E5- 21 JB8 MTIA 323 352 -9% 446 -475 0 0 3 136.914 6E54594601YY80 6E5- 17 JB8 MTIA 1,801 181 90% 1,620 0 0 58 58 3.115 6E54594800YY80 6E5- 15 JB8 MTIA 3,709 67 98% 3,445 197 480 134 114 0.616 6E54595100YY80 6E5- 13 JB8 MTIA 1,156 28 98% 1,154 -26 0 21 54 0.517 6E54595300YY80 6E5- 23 JB8 MTIA 40 3 93% 66 -29 0 0 0 10.518 6E54595500YY80 6E5- 11 JB8 MTIA 618 21 97% 612 -15 0 2 14 1.519 6E54595700YY80 6E5- 25 JB8 MTIA 3 4 -33% 35 -36 0 0 0 0.020 6E54595900YY80 6E5- 14 JB8 MTIA 423 19 96% 579 -175 0 0 13 1.4

21 6G 54594200YY80 6G 5- 15 JB8 MTIA 481 15 97% 487 -21 0 0 6 2.422 6G 54594401YY80 6G 5- 21 JB8 MTIA 65 6 91% 109 -50 0 0 2 3.523 6G 54594601YY80 6G 5- 19 JB8 MTIA 472 15 97% 541 -84 0 0 9 1.724 6G 54594801YY80 6G 5- 17 JB8 MTIA 552 13 98% 680 -141 0 124 8 1.725 6G 54595100YY80 6G 5- 23 JB8 MTIA 19 6 68% 60 -47 0 0 0 63.026 6G 54595300YY80 6G 5- 16 JB8 MTIA 99 11 89% 95 -7 0 0 1 7.527 6G84594800YY80 6G8-9 -1/4 JB8 MTIA 251 20 92% 264 -33 0 0 4 5.528 6J84594210YY80 6J8-8-1/4 JB8 MTIA 76 7 91% 127 -58 0 0 0 21.029 6K14594600YY80 6K1- 19 JB8 MTIA 87 13 85% 96 -22 0 0 2 7.030 6K14594800YY80 6K1- 17 JB8 MTIA 97 14 86% 102 -19 0 0 1 12.8

1. Select controllable number of SKUs thatwill participate in the Pilot 100 items

•Propeller line – 93 items

•Crank line – 10 items

2. Determine RRT – Reliable ReplenishmentTime per SKU and set Target Levels

3. Develop procedures for planningreplenishment

4. Develop two types of Excel files

•SKU file

•WO file

5. Explain to Gemba （for supervisors &production managers）

Preparing Pilot


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Agenda


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Casting Smoothing Machining Painting Assembly

Scheduler ＭＲＰ Scheduler ＭＲＰＰＰ

WO Release

Due Date

Leave toProduction

Due Date Due Date

WO Release

Automatic Planning

WO Release

PPC negotiatewith Production

WO Release

Due Date

Leave toOutsourcing

Due Date

WO Release

PPC Negotiatewith Production

IT system

Planning

Physical Flow

Too much WIP leads to longer Production lead time.

Each process makes a plan based on local optima.

It’s not “Coherent Plant”!

ＡＡＡＡＡＡＡＡ



ＢＢＢＢＢＢＢＢ



Previous Way of Managing Production


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WO – Work Order

WHAT to Change?

Stock area in front of assembly isStock area in front of assembly isStock area in front of assembly isStock area in front of assembly is

not Warehouse, but Yardnot Warehouse, but Yardnot Warehouse, but Yardnot Warehouse, but Yard Reducing inventory at any place is a

major consideration

Produce to Assembly ScheduleProduce to Assembly ScheduleProduce to Assembly ScheduleProduce to Assembly Schedule WO quantity is influenced by

assembly schedule

Fixed ScheduleFixed ScheduleFixed ScheduleFixed Schedule Production plan is made fortnightly

Every process has local due date

EstablishingEstablishingEstablishingEstablishing SFWH as Regulator ofSFWH as Regulator ofSFWH as Regulator ofSFWH as Regulator of

Replenishment SystemReplenishment SystemReplenishment SystemReplenishment System Build Stock Buffer and commit to

availability at SFWH

Replenish to ConsumptionReplenish to ConsumptionReplenish to ConsumptionReplenish to Consumption

Determine WO quantity with

consideration of difference in

capacity from assembly

Flexible Schedule through BufferFlexible Schedule through BufferFlexible Schedule through BufferFlexible Schedule through Buffer

ManagementManagementManagementManagement

Frequently plan when to release WO

according to buffer status

TO WHAT to Change?

#irection of Solution


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Supply to SFWHSupply to SFWHSupply to SFWHSupply to SFWH –––– No PushNo PushNo PushNo Push

Produced stock is ”Pushed” to downstreamProduced stock is ”Pushed” to downstreamProduced stock is ”Pushed” to downstreamProduced stock is ”Pushed” to downstream

Stock after machining is treated as WIPStock after machining is treated as WIPStock after machining is treated as WIPStock after machining is treated as WIP

Manage stock per processManage stock per processManage stock per processManage stock per process

FFFFocus on reducing inventory (Inventoriesocus on reducing inventory (Inventoriesocus on reducing inventory (Inventoriesocus on reducing inventory (Inventories

are all Enemy)are all Enemy)are all Enemy)are all Enemy)

Stock after machining is strategicallyStock after machining is strategicallyStock after machining is strategicallyStock after machining is strategically

treated as ontreated as ontreated as ontreated as on----hand stock at SFWHhand stock at SFWHhand stock at SFWHhand stock at SFWH

Set Target Level per SKU (Stock Buffer)Set Target Level per SKU (Stock Buffer)Set Target Level per SKU (Stock Buffer)Set Target Level per SKU (Stock Buffer)

and manage stock in the whole processesand manage stock in the whole processesand manage stock in the whole processesand manage stock in the whole processes

Focus on ensuring Availability at SFWHFocus on ensuring Availability at SFWHFocus on ensuring Availability at SFWHFocus on ensuring Availability at SFWH

MachiningMachiningMachiningMachiningCastingCastingCastingCasting SmoothingSmoothingSmoothingSmoothingPaint/Paint/Paint/Paint/

AssemblyAssemblyAssemblyAssembly

OnOnOnOn----handhandhandhandOn the WayOn the WayOn the WayOn the Way

Paint/Paint/Paint/Paint/AssemblyAssemblyAssemblyAssembly

SFWH

M(A ,ule -.

$sta%lishing S/W0 as ,egulator of

,eplenishment System


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Assembly schedule is “DRUM”Assembly schedule is “DRUM”Assembly schedule is “DRUM”Assembly schedule is “DRUM”

WOWOWOWO quantity is planned in conjunctionquantity is planned in conjunctionquantity is planned in conjunctionquantity is planned in conjunction

with assemblywith assemblywith assemblywith assembly scheduleschedulescheduleschedule

We can not plan for preceding processWe can not plan for preceding processWe can not plan for preceding processWe can not plan for preceding process

without determining the plan for postwithout determining the plan for postwithout determining the plan for postwithout determining the plan for post----

processprocessprocessprocess

Consumption from SFWH is “DRUM”Consumption from SFWH is “DRUM”Consumption from SFWH is “DRUM”Consumption from SFWH is “DRUM”

WOWOWOWO quantityquantityquantityquantity is planned withis planned withis planned withis planned withconsideration of difference in capacityconsideration of difference in capacityconsideration of difference in capacityconsideration of difference in capacity

fromfromfromfrom assemblyassemblyassemblyassembly

All processes in part production areAll processes in part production areAll processes in part production areAll processes in part production are

“integrated”“integrated”“integrated”“integrated”

MTIAMTIAMTIAMTIA wwwway: “Global PULL”ay: “Global PULL”ay: “Global PULL”ay: “Global PULL”

CurrentCurrentCurrentCurrent wwwway: “Local PULLay: “Local PULLay: “Local PULLay: “Local PULL””””（（（（Eventually PUSHEventually PUSHEventually PUSHEventually PUSH））））

SFWH – Semi-Finished Goods Warehouse

MachiningMachiningMachiningMachiningCastingCastingCastingCasting AssemblyAssemblyAssemblyAssembly

Part ProductionPart ProductionPart ProductionPart Production AssemblyAssemblyAssemblyAssemblySFWHSFWHSFWHSFWH

SmoothingSmoothingSmoothingSmoothing

ConsumptionConsumptionConsumptionConsumption

RequestRequestRequestRequest

ReplenishReplenishReplenishReplenish

DemandDemandDemandDemand

M(A ,ule 1.

,eplenishment to Consumption


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MTA Measurement Report

After YELLOW WOs

After RED WOs

No.1 Priority

To Assembly

SFWH

WO １

WO ２

WO ３

①GettingOrders

③ReplenishmentWO

④WO Priority

Not allowed to

release WO

⑥RecoveryActions

②On-handStock

DIOH

Measure the level ofno-excess stock

Availability

⑦PerformanceMeasurement

Daily check the progress

of Black/Red WO anddecide recovery actionswhen needed

⑤BM Meeting

Measure the level of nostock-out

M(A ,ule 2.

Buffer Management


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Agenda


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① Explain future vision and business needs（to secure Japanese production way by“coherent plant”）

② Explain MTIA by our own words（Stock Buffer, Replenishment, Priority）

As the result that:

The GM approved to add capacity temporarily to build stock buffer without hesitation.

YKP puts pressure to reduce lead time,

But in reality, there are many shortages

Too many reworks

due to casting’s defective

eating our capacity We don’t understand

what is “coherent plant”

Offer the solution(MTIA)Interview with GM

To understand the image of the new way

Listened to the subcontractors’ voice to understand their reality

GM’s comments:

• I understood that the MTIA could help us.

• We didn’t see any significant risk because of the careful approach by the pilot instead of full execution

• MTIA has a robust mechanism so that we are all aligned through the synchronized tool & measurements

See' for Colla%oration

with Su%contractors


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【Before】

＜Planning＞

PPC Machining

＜Planning＞

C ast i n g

S

moot h i n g

Mach i ni n g

＜Planning＞

PPC Casting

Casting

Tools

Daily ConsumptionWO File

Machining

【After】

Integrated part production for sharing plan and execution

Outsourcing

This sequence ofWOs is suitablefor everyone Estimated

requiredresources

Outsourcing

注文書（購買課経由）Ｌ / Ｔ３日でやってください。

How is the currentconsumption rate

Going to delay

due to Murphy

APS

PPC

Any problemon setting

target level?Availability & DIOHDBM

Synchroni3ed 4ocal Actions

in (nformation5#ecision /low


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Agenda


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Agenda


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【Propeller】

Building enoughon-hand stock

• 93 SKUs

•Availability： (# of SKUs with DIOH


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【Crank】

Ensuredavailability of RM

• 8 SKUs

• Availability： (# of SKUs with DIOH


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【PLT】

17.617.617.617.6 ｄｄｄｄ ⇒⇒⇒⇒ MTIA 6.4MTIA 6.4MTIA 6.4MTIA 6.4 ｄｄｄｄ

△△△△65% Reduction65% Reduction65% Reduction65% Reduction

【Propeller】【Crank】

【PLT】

10.210.210.210.2 ｄｄｄｄ ⇒⇒⇒⇒ MTIA 3.8 dMTIA 3.8 dMTIA 3.8 dMTIA 3.8 d

△△△△63% Reduction63% Reduction63% Reduction63% Reduction

1 2 .7

9 .2

6 .4

1 0 .6

1 7 .6

0

2

4

6

8

1 0

1 2

1 4

1 6

1 8

2 0

３月４月５月６月７月

3 .8

1 0 .2

6 .1

7 .5

0

2

4

6

8

1 0

1 2

４月５月６月７月

,esults.

Production lead time


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WIP was vanished

Line B

【Post-heating Machining】

Line A

【Pre-heating Machining】

WI P

To yard

Supply from yard

＜Before＞

Production plan was determined by post-process. LineA had to hold stock due to lack of capacity.

Better resource assignment

Line C Line D

＜Before＞

Which line should I work for?

Line C Line D

＜After＞Easy to assign resources as WO priority is clear

Color status gives clear priority

Resources are allocated with concentrated

WO1 WO2 WO3 WO1 WO2 WO3

One person assigned for Line C and Line D. Ad-hoc

Line B Line A

【Pre-heating Machining】

＜After＞

No pressure to balance capacity – stock after Line Agoes to directory to Line B.

【Post-heating Machining】


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全工

程共通の意見

個別の意見

鋳造職場仕上げ（社内外注）アルミ加工鉄加工

【仕上げ】職長

優先順位が色で分かるのでムリな残業を抑えることが出来ている

【仕上げ】所長仕掛中の種類が減って、

工程間のスペースがすっきりしてきた

【鋳造】工長、職長

後工程からの督促が無くなった

【鋳造】生産課長

在庫を設定するにあたり、部品毎にメリハリをつけることは有効

段取りが減少することで効率が上がる（工長はじめ全職長、社内外注さんからも）

【アルミ加工】職長

計画立案も１週間単位だが従来（２週間単位）と比較してもやりやすく問題無い

＜全体＞生産課長、加工工長全面展開した際は種類が多くなり、スペースが心配される

【鉄加工】職長

ロットがゲタ単位なので管理がやりやすく生産しやすい

段取り減となれば、工程内検査や寸法出しの工数も減る

職場の感触は良好であり、データ結果と概ね相関が取れていることを確認

優先順位が明確なのでリソース配置がやりやすい（工長はじめ全職長、社内外注さんからも）

【心配事】

＜鋳造＞加工完在庫が増加することによりパレティーナ不足が心配される

荷量・スペースのシミュレーション機能を設け、操業検討に折り込む

①工程内で人のやりとり生産の幅が広がる ②突発の稼動調整や手待ちが無くなる

①突発対応による段取り替えが減少 ②仕掛中の生産機種が減少

【アルミ加工】生産課長

現場では日々トラブルがどうしても起きるので、最新状況を考慮できることは有効


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WO1 100 units

Issue 1: Partial delivery to next operation requires to split WO.

For rollout, we need to: Reflect the daily actual information on Buffer status

But, If we continue to use Excel as with the Pilot, it will cause significant difficulties ondaily updates because of the following reasons:

WO3 90 units

WO2 20 units

Casting ⇒ Smoothing ⇒ Machining

WO completed partially70 units

WO3 90 units

WO2 120 units

WO1-1 70 unitsCasting ⇒ Smoothing ⇒ Machining

WO1-2 30 units

WO4 30 units

WO1 70 units


WO2 120 units

WO3 90 units

Issue 2: Casting’s defective is often found in post-operation.

Split WO

30 unitsdefective

WO1 100 units

WO3 90 units

WO2 120 units


GenerateWO


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Design

Coding

Test

Design

Coding

Test

Plan

Actual

Disruption

Design

Coding

Test

FREEZE

Disruption

IT team was in Bad Multitasking.Task duration became longer and longer. Wecouldn’t see when to complete

Reduce WIP & Concentrate resources

• By pair work, design considered in depth

•


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Main Menu

Master registration Screen

ＷＯ Screen

Load Check

,oll out ,esults.


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製造リードタイム製造リードタイム

在庫積上げ持つべき部品はもつ（絶対必要量）

早すぎる投入（着手）をしない

待ってる部品は何か？前工程が終わっていれば早めに仕掛かる仕掛れないなら他職場を応援する

ＢＭ18日 ⇒ 目標 9日

8.6日

,oll*out ,esults.

Production lead time

,oll out ,esults.


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利用可能率・在庫回転日数利用可能率・在庫回転日数

利用可能率

工場内遅延実績

１月

後工程（組立）への遅延後工程（組立）への遅延

目標95％〜

6071 75

80 87 90

98

263251

227220

195

183

156150

136

124114

715750

4126

16

0

50

100

150

200

250

300

1月 2月 3月 2 5月 6月 7月 8月 9月 10月 11月 12月

2013年（単月実績 2014年（単月実績） 2013年（累月実績） 2014年（累月実績）

目標5日keep

・設備トラブル４件

・不良３件・その他１件

263件 ⇒ 98件

70% ⇒ 90%

,oll*out ,esults.

Availa%ility


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Agenda

6e7t Steps Synchroni3ed


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SFWHPart Production

Too many inventoryat Dock

Very long current Replenishment Time

MTIA – Make to Internal Availability

Plant is suffering fromlack of capacity

SFWH – Semi-Finished Goods WarehouseCWH – Central WarehouseRWH – Regional Warehouse

Phase 1

Why？Currently, Dock is NOT warehouse !

Casting DockX 4

RWHSmoothing Machining Assembly

Assy CWH

Synchronize the Plant and theDownstream Chain

Phase 2

MTA – Make to Availability

RWH

RWH

RWH

RWH

Phase 3

DTA – Distribute to Availability

New Replenishment Time

6e7t Steps Synchroni3ed

Production and Sales with MA5#A


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Agenda


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① 『With my own words』

② 『Resistance? – Welcome!』

③ 『My mind is sending』

④ 『Focus』

⑤ 『TOC Full-kit』

It makes no sense to read aloud the material.

Understanding the logic of solution and gaining confidence give people security.

Resistance to change is the first step to achieving goal. We should investigate thereason behind their response and prove into the identity of the fear.

If I tell the objective/reason with the mind of respect, then people will accept.

I realized the power of TOC through not only replenishment solution but also MT andCCPM. I am excited to expand the implementation – DTA for distribution and CCPMfor engineering. I believe that TOC Full-kit will guide my company to the right direction.

The key success factor is focusing instead of trying to do too much.

4essons 4earned

$ffective Approach for


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An implementation methodology for overcoming difficulties against the goal:

Make

“one’s Needs”

more approachable

“Objective Data”

makes an impact on

the people

“Gemba’s Reality”

tells a full story

Out come

Subcontractors Gap between requirementand recognition

• Shortages• Rework

•Reduced overtime•Space created

CCPM Multi-tasking • Completion rate

• Quality(rework)•Communication•Greetings

Buy-in onSolution(MTIA)

Top management’swords

• DIOH per SKU •Dilemma between

inventory and set-up

Pilot Execution Fear for the unknown •Stock simulation

•PLT •Gemba’s voice

Trigger for Needs Possible Data To be Proven

$ffective Approach for

Pro%lem Solving

Strong ,elationship %etween


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課題を整理するIO Map

解決策を伝えるNBR

問題理解 / 解決策の構築UDE/ Cloud

MT Basics：：：： U-Shape, C&E, CLR

Because of MT (Management Tools), I could implement a solution.

3 TOC DNAs：：：： ①①①①Convergence ②②②②WinWin ③③③③Respect

行動を計画するTrT

Strong ,elationship %etween

OC Standard Solutions and M

S i l h '


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2012.4.14 My son (8 years old)

How Santa delivers all the right presents to the right children across the world, in one night !?（from Oded’s material）

Itaru：”Where does Santa come from?”DAD：”Finland”Itaru looks for a globe.

・Dr. Goldratt, Mr. Oded Cohen, JUNTOS（Keita & Ryoma）、PSNC（Katsuyuki）・Top mgmt for giving Chance, Gemba for accepting Change, and PJ members for Challenge

・And, my family

This picture drove meThis picture drove meThis picture drove meThis picture drove meto this journey.to this journey.to this journey.to this journey.

My Precious

Special han's

5 - junichi sato(yamaha)_26 tocpa_japan_19 may 2016_eng

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