Description Once again Dr. Shigeo Shingo will amaze you. Along with Taiichi Ohno, Dr. Shingo reveals how he taught Toyota and other Japanese companies the art of identifying and solving problems. Many companies in the West are trying to emulate Lean but few can do it. Why not?
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A second excerpt looks at engaging middle management in a culture of change at Bosch. The company had invited Shigeo Shingo, a consultant to Toyota and author of 10 books on industrial engineering, Kaizen, and the Toyota Production System, to teach the single minute exchange-of-dies SMED system. After Shingo met with the management team, Wroblewski, a setup operator and a tool-room technician, was selected to work with Shingo for one week to understand how the SMED system worked.
Wroblewski did not know who Shingo was at the time. Shingo explained through an interpreter that we should be able to exchange our dies in 10 minutes or less. Working in the Fabrication Department, Wroblewski knew that the setups and die changes took between one and four hours on the presses that ranged from 75 to tons. He could not conceive how this could be done in less than 10 minutes.
The Kaizen team watched and videotaped a typical die change, which took an hour. The team followed this guidance and changed its method, resulting in a die change that was cut to 30 minutes.
But Shingo was not satisfied. The team noted that the die heights were all different, took measurements, and made the die heights and pass lines the same. As a result, the minute changeover time was cut to 20 minutes. Team members were delighted. But still, no celebration. As the team practiced the changeover, dies going in and out, team members improved little things each time across the week.
The final result was that a changeover that took over an hour on Monday was performed in less than 5 minutes on Friday. The team had beaten the minute mark. It was the greatest feeling in the world to us to accomplish what was thought to be impossible.
The message sunk in: Continuous improvement truly is continuous, and there is always something more to improve. Also, it is clear that there were times when they were confused about what was possible, what they must do, and finally, what the long-term goal of the SMED exercise really was.
Click here to learn more about Creating a Kaizen Culture. Participants in the study reported being in neutral emotional states about a quarter of the time while feeling surprise, delight, engagement, confusion, boredom, and frustration during three-quarters of the time. The uneasy feeling of being mentally thrown off-balance motivates us to find the answer, and learning occurs. This is significant for people going through Kaizen transformations because they will be faced with many counterintuitive experiences while practicing Kaizen.
These ideas include the fact that the vast majority of the work we do does not add value, that less inventory is often better, that one-piece flow is more productive than batching, that checking at every step costs less than checking quality once at the end, that it is better to stop work when a problem is found than to keep working, that taking time each morning to meet as a team results in better performance than saving that time and using it to start work early, that the smallest changes can have big impacts, and so forth.
The mindful Kaizen facilitator can even use emotions such as confusion to the advantage of the learning process.
The Shingo Institute responds to COVID-19
Shigeo Shingo is a name highly respected amongst engineers and the scores of people currently associated with quality control across industries. He is said to have attained Kaizen, the Japanese word associated with improvement. To be more precise, the concept in business it refers to the perfect synergy between all the activities of an organization. This may be from the level of the CEO himself down to the assembly line workers on the floors of thousands of factories across the world. Early Life, Work, and Contributions Dr.
A Kaizen Event with Shigeo Shingo at Hill-Rom Industries
He had joined Toyota Automatic Loom Works between the wars. This was the first business of the Toyoda family until it was sold to a British company, Platt Brothers, and the family decided to invest the money that it had gained from the sale in manufacturing motor cars. Hence he set out to eradicate inefficiency and eliminate waste in the part of the production process that he was responsible for. This became the core of the so-called Toyota Production System TPS that he and others subsequently developed between the mids and the mids. Sakichi Toyoda was the inventor of automatic looms who founded the Toyota Group.
Shigeo Shingo and His Contributions to Total Quality Control