1． - JMac

Visualizzazi0ne,
TPS e pensiero
snello:
un linguaggio
universale
www.jmaceurope.com
Masanaka Yokota
CEO di JMAC Europe
Masananka YOKOTA
■ Professional resumé
January 5, 1955 Born in Tokyo (Japan)
1978 April
Employed with a Car Maker soon after University Degree
1985 March Moved to JMA Consultants Inc.
1990 April
Chief Consultant
1997 April
Senior Consultant
2001 April
Strategy TP Business Div. Manger
2003 June
Board Member
2004 April
Corporate Sales Manager
2009 January CEO of JMAC China
2014 March Executive Vice President of JMA Consultants Inc.
2015 April
CEO of JMAC Europe S.p.A.
■ Specialization areas
・Corporate Strategy setting and implementation
・Global SCM strategy design
・Monozukuri: the innovation of integrated manufacturing processes:
engineering～procurement～production～logistics
※CMC contents
■ Publications
CEO of JMAC Europe S.p.A
EVP of JMA Consultants Inc.
・<Corporate Transformation Manual: China Market Development AtoZ> Nikkei BP 2011
・<From Product creation (monozukuri) to Value Creation (kachi-zukuri)>
Nikkei BP - nr 2003.11.24
・<TP Management principles and application>(JMA Management Review ｰ June 2003)
・Contribution to <Maynard Industrial Engineering Handbook> (McGraw-Hill 2001.7.1)
■ Oversea Countries of activity (Consulting, Seminars, etc.)
・US, Brazil
・Italy, Sweden, France, Switzerland, Hungary
・Singapore, China, Hong Kong, Taiwan, Korea
others
2
 Gli anni di esordio della produzione di massa
 I principi del Toyota Production System
3
科学的管理法 Scientific Management
 Frederick Winslow Taylor
(20,Mar.1856 ～21,Mar.1915)
 The father of scientific management
Management
= Measurement + Control
4
Verso l’epoca della produzione di massa
大量生産時代へ
Ford Model T
Bugatti Veyron
5
Ottobre 1929, New York - Crollo del mercato azionario
アメリカ合衆国ニューヨークの
ウォール街で起こった株価の大暴落
に始まった世界恐慌により、日本経
済は、金解禁による不況とあわせ、
二重の打撃を受けることとなった。
L’ economia giapponese ricevette un
doppio colpo, dato dalla combinazione
della Grande Depressione iniziata con il
crollo del mercato azionario alla Borsa di
New York, unita e della recessione causata
dalla revoca del veto di esportazione
dell'oro.
Poster dell’epoca: i movimenti di cultura proletaria
Contro il lavoro notturno, per
garantire la tua vita
Sicurezza è efficienza
Aderisci al
sindacato
Per la macchina…
Dispositivi di
sicurezza
Per se stessi…
le protezioni
Pay a Living Wage (Japan Textile Workers' Union, 1930)
Safety Leads to Efficiency (Labor Welfare Association, 1932)
Fonte: http://pinktentacle.com/2010/07/proletarian-posters-from-1930s-japan/
Dalla grande depressione alla ripresa mondiale
１． Il calo dei prezzi la disoccupazione, fecero venir
meno le ragioni di un rincaro dei costi e dell’
incremento dei salari
物価下落と失業圧力により、コスト高と賃金高の
要因が除去
２．La crisi finanziaria aveva già portato a trattare
i crediti inesigibili, e il sistema creditizio era sano
金融恐慌により、既に不良債権が処理されており、
信用機構は健全
３．I tagli valutari dovuti alla revoca del divieto
d’esportazione dell’oro, e la politica fiscale
determinarono una ripresa economica incentrata
sull'industria pesante
金解禁廃止による通貨引下げと財政出動により、重工
業を中心に経済回復
Fonte:
http://pinktentacle.com/2010/0
7/proletarian-posters-from1930s-japan/
Verso un'espansione economica basata sulla
dipendenza dalla spesa militare e l’affermazione
crescente del fascismo
軍事費依存による経済拡大は、
同時にファシズムの増大へと
What has changed after WW II
第2次世界大戦後の変化
World War II
Military demand
軍需
State-controlled economy
国家統制経済
Production volume
生産量
Stable demand
安定需要
Long product life cycle
長い製品寿命
Private demand
民需
Market economy
市場経済
Product quality
製品品質
Unstable demand
量変動
Short product cycle
短い製品寿命
9
Japanese Government & organization
for industrial diffusion
Training for improvement engineers
Private
Sector
民間系
1921
1927
Japan
Industrial
Efficiency
Institute
Japan
Efficiency
Federation
日本産業能率研究所
Japan
Standards
Association
日本能率連合会
“NNR”
Implementation of improvement projects
Government
政府系
1946
1930
1931
Special Agency
for Industrial
Rationalization
Japan
Industrial
Association
臨時産業合理局
日本工業協会
“NKK”
1942
Japan
Management
Association
<JMA>
日本能率協会
日本規格協会
1969
Japan Institute
of Plant
Maintenance
<JIPM>
日本プラントメンテナンス協会
“TPM”
1970
Japan Institute
of Logistics
System
日本ロジスティクスシステム協会
10
I temi salienti dell’industria automobilistica giapponese
nel secondo dopoguerra
■1937年：トヨタ自動車 創立 Anno di fondazione di Toyota Motor Co.
■1950年：豊田英二、大野耐一がフォード・ルージュ工場(Rouge Factory)訪問
Visita di Eiji Toyoda e Taiichi Ohno alla ‘Fabbrica Rossa’ di Ford
La dimensione del marcato non è grande, ma vi è un bisogno di modelli diversi
市場規模は小さいが、多種のニーズあり
Alla base dell’impiego a vita vi è la garanzia continuativa di risorse eccellenti
優秀な労働者を終身雇用のもとで継続的リソースとして確保
Mancanza di valuta estera per adottare i più moderni impianti Occidentali
欧米の最新設備を潤沢に導入するための外貨不足
Ingresso delle grandi case automobilistiche estere nel mercato giapponese
海外からの大手自動車メーカーが日本市場に参入
11
I principi del sistema di produzione Toyota
トヨタ生産方式の原点
Piccoli lotti di prodotti diversificati
su una sola linea
１ラインで
多品種少量生産を実現
Elevata efficienza degli impianti conseguita
grazie ad attività autonome di risorse capaci
優良な労働者の
自律的活動をベースとした
高設備効率の達成
12
Caratteristiche del TPS
トヨタ生産方式の特徴
1
Trade-off
トレードオフの克服
Raggiungimento simultaneo di eccellenza competitiva sul piano della Produttività, della
Qualità dei prodotti e del Lead Time di produzione
生産性，製造品質，生産リードタイムの競争優位の同時達成
2
Flessibilità
フレキシビリティ
Una risposta flessibile a costi minimi per produzioni mix model, produzioni a volumi
variabili e variazioni di modello del prodotto
製品モデルのミックス・生産総量変動・モデルチェンジに対する柔軟な対応を
最小限のコストアップで達成
3
Apprendimento e miglioramento
dell’organizzazione
組織学習と改善
Il meccanismo di apprendimento organizzativo per migliorare la produttività e la qualità, non ché per
risolvere ogni problema in modo continuativo e collettivo è radicato nell’azienda.
生産性向上，品質改善，その他の問題の解決を継続的かつ 全社的に行なう，組織
学習メカニズムがビルトイン
13
Cost becomes different based on the way of production
The Toyota's Way of Thinking
Price = Cost + Profit
=
Profit = Price - Cost
14
Do you Work ? or Move ?
働く
動く
Work
Move
(Value Adding Motion)
(Waste Motion)
• Tighten Bolts
• Assemble Components
Visual
• Connect
Cables learning
• Take and Put Materials
• Find out Components
concepts
by
• Transfer Products
of
ideographic writing characters:
The “Work” means
to change the
all energy
wasof
immediate
impression
and
easywhich
recall
generated by worker to the “Value Adding Motion”
messages
by eliminating the “Waste Motion”.
The “Moving well” is not equal to the “Working well”.
15
Visualization in 5S Activity
5S is a most basic technique to create a foundation of improvement.
SEITON
Organizing
整頓
Cleaning
SEISO
清掃
SEIRI
整理
2S
Visual learning of concepts
1S
3S
by
manga
Sorting Out
PDCA
SHITSUKE
SEIKETSU
清潔
躾
5S
4S
Motivation
Standardizing
16
７つの無駄（ムダ） ：７Muda (Non-Value Added)
造りすぎのムダ
Over-production
手待ちのムダ
在庫のムダ
Muda of Inventory
Muda of Waiting
動作のムダ
Visual learning of concepts
by
Muda of Motion
ideographic writing characters
and by
運搬のムダ
numbers or clusters easy to remember
Muda in Conveyance
不良品、手直しのムダ
加工そのもののムダ
Muda of Correction
Muda in Processing
17
Black Box of TPS
KAIZEN Tools
1.
2.
3.
4.
5.
6.
Lean
Thoughts
“Thorough
Elimination
of Waste”
To Bridge between
Thoughts & Tools
Black Box
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
JIT
KANBAN
QC circle
Automation
Leveling production planning
Only make necessary goods for
necessary quantity
SMED
Mixed production line
One piece flow production
Multi-skilled worker
Multi-functional deployment
Labor saving
Inspection at each station
POKAYOKE
ANDON
5S
Revising standards by line
manager
TPM (self management
maintenance)
U-shaped line/ cell production
Low cost automation
18
 Trend of Lean Innovation in Automotive industries.
–
–
TOYOTA vs VW
Why Toyota could recover
 Three Strong Points in MONOZUKURI with Japanese Auto Industry.
 Industry 4.0
 Challenge to the future
19
TOYOTA vs VW（Jan-Dec. 2014）
Production
Revenue
Rate of sales exp.
Operating prof
Ope prof rate
Net Prof.
Net Prof. rate
Avg. unit price
Consolidate Nr of employees
Latin A
8%
Other
Asia
3%
VW: sales unit by region Jpn
Other
1%
4%
NA
9%
China
36%
EUR
39%
VW
10.14mil units
€202.4billion
11.8%
€12.7billion
6.3%
€11.1billion
5.4%
€27.7k
592k units
Other
13%
Latin A
5%
Other
Asia
16%
TOYOTA
10.23mil units
€199.1billion
10.3%
€19.0billion
9.6%
€15.1billion
7.6%
€20.2k
344k units
Toyota: sales unit by region
Jpn
23%
China
10%
EUR
8%
NA
25%
20
Why TOYOTA could revive and being one step forward
1. New factory plan frozen. Concentrate on the existing plants with deep
improvement implementation.
・Reduced flexibility due to overinvestment since year 1990
2.Establishing global structure toward the era of 10 mil production
: T0YOTA 4.0
・ Sharing of basic units with the TNGA（Toyota new global Architecture）
・ Outstanding productivity by a fundamental renovation on production
engineering
3.Enlarge parts operation into Mega mode with reorganization of group
companies to challenge Big 3 German makers
・reinforce competitiveness by reorganizing core group companies; Denso, Aisin,
Toyota Morning
・targeting Bosch, Continental, ZF
21
Three strong points in MONOZUKURI
by Japanese Auto manufacturers
１．Factory and Production system enables to catch up
fluctuation of production volume
system particularly durable in the period of reducing production volume
–
capable of mix model production & adjust workload
Production volume
–
Strong at volume reduction
22
２．Seamless endeavour on value added work
–
value addition realized in a second. Otherwise, it is waste
–
no ending on innovation in production
Time
Value addition
（actual work）
eg.: time during
spotting
23
３．To win at global competition, utilize your own strength
(strength of Japan)
–
integrate from upstream: R&D/ Production engineering
–
by the upstream integration, strengthen product feature and production feature
simultaneously
Real concurrent at the upstream
Product Architecture
Unit
Unit
B
Unit
C
Production System Architecture
Long term examination
on commonalizing process
A
Engine
Sub Chassis
A
Main Chassis
Main Chassis
A
B
C
Op1
Op2
Op3
A
Op4
Op5
Op6
X
X
X
Y
Y
Z
Z
Z
B
24
Maintain MONOZUKURI competitiveness/
Improvement and Technologies; open and hidden
Strength of Japan：if one improves open and hidden technologies
simultaneously, competitiveness in MONOZUKURI will be stronger
Open technology：
Product technology
Shape/
Material
Performance
Patent
Mass
Production
Realization
Unique Technology
Operation System
Measure
performance
Method/
Process/ Facility
Layout/ Flow design
Production
Method
Profitable
Know How
（Black Box）
Planning system
(people/good/money)
Hidden technology：
Production engineering
Make good product quicker cheaper
and more efficient
25
Supply Chain in the World and Trading Pattern
EAST
ASIA
Korea
70.4
1,971.5
151.2
38.2
208.6
372.9
208.4
142.6
145.3
54.4 93.9
45.5
100.9
63.4
China
197.2
42.5
65.0
46.6
ASEAN
26.7 104.9
30％～
～30%
84.2
80.5
140.5
50％～
40％～
94.1 80.8
Japan
70％～
60％～
65.8
119.5
115.9
Unit: 1 bill USD
Amount：
RIETI-TID 2010
428.5
NAFTA
EU
2,791.7
193.8
Size of arrow
represents trade
amount. Colour
represents level of
intermediate costs
278.5
380.8
839.1
※ the 11th JMA Group seminar 2014 in TOKYO
quoted from the speech of guest speaker: Hiroshi Kobayashi, METI
26
About “Industry 4.0”
Industry 4.0：concept of a world in which all of the things, data,
service are connected by the Internet
モノ、データ、サービスのすべてがインターネットでつながる世界に導くコンセプト
18th Century
1st Industrial
Revolution
(Mechanization）
Development of
mechanization and
industrialization through
the use of steam power
engines and others
20th Century
2nd Industrial
Revolution
（Electric Motion）
Use of the electric power
and appearance of cars.
Mass production and mass
transportation
1970～90 years
3rd Industrial
Revolution
（Automation）
Advanced automation
granted by the progress of
control devices and IT systems
4th Industrial
Revolution
Industry 4.0
Thanks to the ICT progress
Customers and Production/
Supply Chain are connected
Increasing the added value
Source：ＧＭＡＩ文面を加工
27
«Man» and «Machine, Process» are autonomous
「人」と「設備・工程」の自律化
The 2 endless «autonomies»
２つの限りない「自律化」
Create Improvement ∞(Infinity) Cycle
Independent self
improvement of
equipment and
process
Independent, creative
improvement relying
on people
人による
自律・創発的改善
設備・工程の
自律的自己改善
Add Innovation
 New production technologies, equipment
development, product architectures
新工法・設備開発・新製品アーキテクチャー
28
Compare, and Create
Challenge to the future
TOYOTA Production System (TPS)
Lean Production, Lean Thinking
Italian ?????
29
Toyota is very competitive. Nobody can copy Toyota Production System!
Be Creative, Re-think Your Model & Implementation Strategy…
30
Grazie
Thank you!
ありがとうございます。
www.jmaceurope.com
Italy, October 2015
31