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List of Jounal Titles
A to Z index of Journal Title. Choose a letter.
Factory Management
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- This is a dream plant in 2006! (1). Production base of high grade automobile challenging to. establishment of ultimate quality assurance system. Crucial QRQC development and roles of quality leaders. Tochigi Plant of Nissan Motor Co., Ltd.
- This is a dream plant in 2006! (2). Departure from mass batch production by introduction of Toyota Production System. Enhancement of response ability to dramatic demand variation. Shizuoka plant of Sumitomo Bakelite Co., Ltd.
- This is a dream plant in 2006! (3). Production start for one piece flow at the customer premise aiming at level up by further synchronization. Finding competitiveness in response to "Actual order production and delivery". On-site plant of Unipress Kyusyu Co., Ltd.
- This is a dream plant in 2006! (4). Development of production with uplifting feeling itself to provide "excitement value" to customers. Aiming at human benign production by positioning human at the center. Head office plant of Citizen Machinery Co., Ltd.
- This is a dream plant in 2006!. Ten essential themes to be fulfilled by a managing supervisor in 2006. Recommendation of visionary plant management.
- (Final issue) Four daily activities to attain "perfect quality" (6). Summary on "perfect quality" attainment.
- #29. Field improvement. Case study. "No inefficiency elimination at all in carrying" series (1), (2).
- Evolving synchronized management and synchronized organization 1) Things now required for enterprise to try.
- Ideal image of a plant manager now required. 13. Quality control.
- Recommendation of safety activity based on feeling and noticing 1. Preventive measures of accident through safety education based on practical skill experience.
- Inventory theory for field to practice easily. Inventory optimization technique. 9). (Final issue) Management of optimal inventory.
- New "Just-in-Time" production system (part 21). A method for instantaneous delivery by minimal inventory.
- Safety measures for safety window glass by operation of OHSAS. Earthquake disaster hidden in window glass.
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- "Visualize waste by this method!"Workbook
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- Establish firm 5S by preventive 3S! Eradicate roots by investigation of source origin. Preventive arrangement, preventive keeping in order and preventive cleaning are important.
- Establish firm 5S by preventive 3S! Preventive arrangement. Case study 1. Kume Quality Products Co., Ltd. Reduction of unnecessary inventory by adoption of "Order Kanban".
- Establish firm 5S by preventive 3S! Preventive arrangement. Case study 2. Aleph Inc. A new Sapporo Duo shop of "Bikkuri-Donkey". Order without quantity control only accumulates unnecessary material. Eradicate unnecessary material order by "Order Kanban".
- Establish firm 5S by preventive 3S! Preventive arrangement. Case study 3. Kikukawa Kogyo Co., Ltd. Eradicate unnecessary material by one product flow system and a Kanban system of partly-finished goods.
- Establish firm 5S by preventive 3S! Preventive keeping in order. Case study 1. Oki Electric Industry Co., Ltd. Numazu Production Center (part 1). Eradicate turbulence by means of not to lay mechanism. Line direct delivery system.
- Establish firm 5S by preventive 3S! Preventive keeping in order. Case study 2. Oki Electric Industry Co., Ltd. Numazu Production Center (part 2). Eradicate turbulence by means of pursuit of easy-to-return.
- Establish firm 5S by preventive 3S! Preventive keeping in order. Case study 3. Kagatu System. Eradicate turbulence by means of keeping in order not to return.
- Establish firm 5S by preventive 3S! Preventive cleaning. Case study 1. Sannichi Printing Co., Ltd. Eradicate origin of paper dust contamination by means of preventive cleaning.
- Ideal image of a plant manager now required. 14. Delivery term and quantity managements.
- Recommendation of safety activity based on feeling and noticing 2. Fear of being nipped and caught.
- #30. Field improvement. Case study. "No waste elimination at all in transportation" series 3)-4).
- Production strategy for small and medium subcontractor plants to reemerge (sequel).
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- Method for proceeding facility maintenance innovation for productivity doubling.
- Four negative effects eating whole plant optimization. A way of thinking in improvement aiming at profitable production and sales.
- Ideal image of a plant manager now required. 15. Safety and hygiene management.
- Visualized profit management for a field supervisor based on SPC analysis. (1) SPC analysis for profit management by visualization.
- Field improvement. Case study. "No elimination of inefficient transportation at all" series 5).
- New "Just-in-Time" production system (part 22). Integrity evaluation of cell line (DR4).
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- Countermeasure for zero human error in a plant.
- Suitable inventory, demand prospect and production order. Simple production management realized by APIM.
- Progressing synchronized management and synchronized organization 4). How to make averaged production in order production type company.
- #32. Field improvement. Case study. "No elimination of inventory inefficiency at all" series 1) -2).
- Visualized profit management by a field manager based on SPC analysis 2). SPC chart is an X-ray photo of company condition.
- Cooperative management between subcontracted plant and parent company to improve date of delivery.
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- Power-up text book for "Quality Establishment Ability" in production field. Practice know-how to eliminate defective products.
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- Device for employee rearing mechanism and plant innovation (Case study: 1) in Aisin AW Co., Ltd. Production and employee rearing are both promoted based on comparison with dream. Equipment development utilizing mechanism, and carrying on tradition of concept of "non powered system" and "do two things at one time".
- Device for employee rearing mechanism and plant innovation (Case study: 2) in Roland DG Corp. Establishment of a unique employee rearing method by flat organization. Personal difference is naturally approved, initiative is respected and growth motivation is watched over.
- Device for employee rearing mechanism and plant innovation (Case study: 3) in Yamada Metaltech Co., Ltd. Business managers and field workers were both built up by "trying their skill against a member of another school". Route for rearing improvement leaders.
- Method for thinking to enjoy field improvement. A little good story for motivation (5).
- Visualized profit management for field manager (3). SPC element tendency analysis is a blood inspection of business structure.
- New "Just-in-Time" production system (part 23). Defect reduction by 1/5. A field experiment method.
- Don't talk improvement without understanding cost.
- 5S providing brightness to field workers. Keyword is employee satisfaction.
- Synchro Management Synchro Organization
- Recommendation of safety activity based on feeling and noticing 5). Terror of heat injury and chemical injury.
- #33. Field improvement. Case study. "No elimination at all of inefficient inventory" series 3) - 4). Zero inventory is only phantasm!
- Toward reestablishment of "Japanese style management model" based on field strength enhancement. Quality Innovation Organization for production and employee rearing in Japan. Results for three years and future development.
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- Ten knowledge items for a plant manager in the age of employing many temporary staffs.
- Hung-up self-activity on safety in a field [Explanation 1]. Points in hung-up self-safety activity taking advantage of being a medium and small sized enterprise.
- Hung-up self-safety activity in a field [Explanation 2]. Safety and hygiene management ability in a field measured by risk.
- Hung-up self-safety activity in a field [Case study: Hung-up mechanism challenged by participation of all employees 1]. Visualization of safety in a field by thoroughly quantitative evaluation. Toward zero accident by enhancing safety consciousness of each employee. Fastening Business Headquarter in YKK Kurobe Work.
- Hung-up self-safety activity in a field [Case study: Hung-up mechanism challenged by participation of all employees 2]. Self-promotion of activity step creation benign to human and rearing of employees with strong safety mind. Field safety management through self-maintenance activity. Komatsu Electronics Metal Co., Ltd., Miyazaki Plant.
- Evolving synchronized management and synchronized organization 6). Synchronized management means one piece (set) flow (continuation).
- Ideal image of a plant manager now required. A page of a plant manager. 18. Test and measurement management.
- Recommendation of safety activity based on feeling and noticing (6). Terror of lack of oxygen.
- #34. Field improvement. Case study. "No reduction of inefficient inventory at all" series 5).
- Visualized profit management for a field manager based on SPC analysis (4). An SPC map is a flight recorder of an enterprise.
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- Operation of ERP and production management system for bringing merit to a field. Scenario utilizing field information.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 1) Introduction of information system without business improvement does not result in sufficient result. Tama Chemicals Co., Ltd.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 2) Promotion of efficiency enhancement by coalition between production and sales divisions, by means of visualization of order reception and placement business. Integran Ltd.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 3) toward high productivity by means of consistent operation from production to sales and service by information visualization. KOBE STEEL LTD. General purpose compressor plant.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 4) Promotion of coalition of individual information in view of disclosure of fundamental plant system. Kyowa Hakko Chemical Co., Ltd.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 5) System construction introduced with human wisdom to support leveled production. Ushio Lighting Inc.
- Operation of ERP and production management system for bringing field merit. Case study: Toward operation based on field self participation 6) Realization of delivery term compliance and inventory reduction by means of information visualization at domestic and oversees bases. Taiyo Electric Wire & Cable Co., Ltd.
- Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide. 1) Why improvement of QCD does not proceed as expected?
- New "Just-in-Time" production system (part 24). Field experiment of L8 to reduce tile defect in a pottery manufacture I to 1/5.
- Visualized profit management based on SPC analysis for a plant manager (5). SPC analysis is trouble consulting tool for field profit.
- Evolving synchronized management and synchronized organization 7). Flowing line-it is realized by synchronized organization (1).
- Ideal image of a plant manager now required. A page for a plant manager 19. Management of intellectual property right.
- Recommendation of safety activity based on feeling and noticing 7. Fear of fire and explosion.
- #35. Field improvement. Case study. "No elimination of inefficient work at all" series 1)-2).
- Plant establishment based on "respect, safety and harmonization"-"Atras Honda Motors Co., Ltd." (AHM, Indonesia). Production system of two-wheeled vehicles.
- Coalition management of subcontracting plant and parent company for quality improvement.
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- Revolution to high profit plant constitution promoted by participation of all employees. Mechanism formation for field revolution and carrying on skill tradition. How to execute carrying on skill tradition by VPM.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 1. Plant revolution enjoyed by participation of all employees based on "Mutual check, mutual point out and mutual support". Development of NASK activity, a productivity improvement project.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 2. Management by participation of all employees, under the catch-phrase of "Let me participate in operation!". Acceleration of production innovation by visual improvement.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 3. Pursuit for customer satisfaction degree by VPM activity. Activity in 5 years and the results.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 4. "Aiming at an innovative group". Significance is in action. Improvement challenge by VPM activity.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 5. Aiming at "good company" full of vitality and increased value, improvement of productivity (general efficiency), improvement of yield (loss reduction) and No.1 in Japan in 5S.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 6. "See, hear, talk --- and do" by clearing walls of language and consciousness. Base of "product manufacturing" and "employee rearing" for optimal state as a whole.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 7. Production efficiency improvement activity based on field consciousness reform in view of "profitable 5S" by projects in participation of all employees.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 8. Development and field practice of "Toyo TPM". Strengthening of profit making capability by promotion of 3 main activities: individual improvement, self-maintenance and planned maintenance.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 9. Conversion to organization strong to change. Challenge to ideal image.
- Revolution to high profit plant constitution promoted by participation of all employees. Strengthening of field by VPM introduction and development. Case study 10. Practice to make organization strong to change by integration of individual strength. Reduction of inventory by 20% based on KRP activity and further jump.
- Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide 2). Manager pinches off a bud for improvement.
- Evolving synchronized management and synchronized organization 8). Flowing line-it is realized by synchronized organization (2).
- Ideal image of a plant manager now required. 20. R&D management.
- Recommendation of safety activity based on feeling and noticing 8). Danger in valve operation and fear of conditional change.
- Light and shadow sides in plant operation (1). We want to by what we want, when we need and in a quantity we require.
- #36. Field improvement. Case study. "No elimination of inefficient work at all" series 3)-4).
- Visualized profit management based on SPC analysis for a plant supervisor (6) (final issue). Profit and loss phenomenon of an enterprise clarified by SPC analysis.
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- It is too late after lost! Clear the "07 problem". Sixty Q & As on good ways for proceeding carrying on skill tradition.
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- Field-initiative challenge of online QE. Significance of online QE in the production stage.
- Field-initiative challenge of online QE. Application of online QE in Mazda Motor Corp.
- Field-initiative challenge of online QE. Establishment of LPI tool and field operation. Online QE is not a difficult one.
- Field-initiative challenge of online QE. Introduction to the toner production step and development of online QE in TPM.
- Field-initiative challenge of online QE. Activity by whole employee participation to reduce control range to 1/5 of conventional level and to attain the defect-zero step.
- Trend of enhanced parts procurement efficiency supporting synchronized production.
- Thinking method to enjoy field improvement. A little good story for motivation (9).
- New "Just-in-Time" production system (part 25). A method for halving lead time of 16 hours.
- Cooperative management of design and production to organizationally reform medium and small plant.
- Evolving synchronized management and synchronized organization 9). Synchronized management can be attained by ultra small lot.
- Ideal image of a plant manager now required. 21. Project manager.
- Recommendation of safety activity based on feeling and noticing 9). Terror of handling electricity.
- Light and shadow of plant management (2). Remove personal desk for indirect department to find out problems.
- #37. Field improvement. Case study. "No elimination of operational inefficiency at all" series 5)-6)
- Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide 3). Are roles of managers recognized?
- Object orientation has changed the manufacturing society.
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- Improvement field of Shimane Shimadzu Corp. by "agile small groups"
- Establishment of quality assurance organization in corporation with indirect divisions. Establish further improvement of plant productivity and quality by elimination of error in indirect divisions! No establishment of quality assurance organization without corporation between sales and production divisions
- Establishment of quality assurance organization in corporation with indirect divisions. "No compromise in quality" to completely respond to customers
- Establishment of quality assurance organization in corporation with indirect divisions. Establishment as corporate culture by 20 years of "PPORF" experience
- Establishment of quality assurance organization in corporation with indirect divisions. Information commoditizing by utilization of various meetings. Quality assurance by "PPORF (Practical Program of Revolutions in Factories) "improvement activity
- Evolving synchronized management and synchronized organization 10). (Continuation) Synchronized management can be attained by ultra small lot
- Ideal image of a plant manager now required. 22. Risk management
- Light and shadow of plant management (3). Don't manage design change. Send out signals of design change timing from parts inventory
- #38. Field improvement. Case study. "Consideration on necessity of ineffectiveness elimination" series 1)-2)
- Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide 4). Is vision clearly shown by a manager?
- Thinking method to enjoy field improvement. A little good story for motivation (10)
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- Toyota system. Next measurers is clarified! Text book for cost reduction.
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- Strengthening of staffs, technology and improvement, along with carrying on know-how in overseas plants.
- "Go through force in field innovation". Thus we succeeded organization reform (1). Case study of Mitsu Seiki Co., Ltd; Metalworking parts fabrication industry.
- Challenge to "lead time halving" of meter to be repaired!
- Synchro Management Synchro Organization
- Ideal image of a plant manager now required. 23. Compliance management.
- Light and shadow of plant management (4). Medium and small size companies have a problem of no functioning of parts purchasing based on the "Kanban" system.
- #39. Field improvement. Case study. "Consider necessity of elimination of inefficiency" series 3).
- Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide 5). Staff is the key of cost determination.
- Thinking method to enjoy field improvement. A little good story for motivation (11).
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- Promoting method of lead time reduction toward cost halving by VM. Part 1. Promoting method of lead time reduction directly linked to cost down by visualization (=VM).
- Promoting method of lead time reduction toward cost halving by VM. Part 2-1. Promoting method of lead time reduction in development and designing by VM.
- Promoting method of lead time reduction toward cost halving by VM. Part 2-2. Promoting method of lead time reduction in production preparation by VM.
- Promoting method of lead time reduction toward cost halving by VM. Part 2-3. Promoting method of lead time reduction in purchasing by VM.
- Promoting method of lead time reduction toward cost halving by VM. Part 2-4. Promoting method of lead time reduction in production by VM.
- Thinking method to enjoy field improvement. A little good story for motivation (12).
- Document report. "Go through force in field innovation". Thus we succeeded organization reform (2). How to create organization with innovative power.
- Synchro Management Synchro Organization
- Ideal image of a plant manager now required. A page for a plant manager. 24. Corporate governance.
- Light and shadow of plant management (5). Importance of always thinking on "what can I do to keep delivery term".
- #40 (Final). Field improvement. Case study. "Why is inefficiency elimination necessary?" series 5) -6)
- (Final) Make clear factors blocking improvement and innovation! Key points for bottleneck elimination for proceeding company-wide 6). Mechanism of cooperative improvement activity by participation of whole employees.
- Toward profit increase by planning initiative type "Visualized production management". Planning eliminates inefficiency and planning creates profit.
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