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Shingijutsu Global’s goal is to produce the best outcome for each of our clients

We develop Clients’ original business system to provide flexible, effective Kaizen methodology which is easily adapted to each client's current circumstances, but legitimately based on the trusted TPS concept.

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Our Concept - SGC Production System

Manufacturers the world over have been facing severe economic difficulties in recent years, regardless of their product or location. Those who survive are able to satisfy rapidly-changing market trends, deliver high-quality products/services quickly, at ever more competitive prices. Meeting these challenges without raising prices (to keep customers), while reducing costs of production (to stay in business), requires innovative and responsive management techniques, uniquely suited to each business's individual needs. Staying in business today demands high efficiency in every aspect of production operations, and although every business executive understands this principle, achieving it is often a daunting challenge.

Consider your current production or operation system. Your traditional production methods may suffer unrecognized inefficiencies in the following four areas:

  • Prediction about needs
    long lead-times, inaccurate forecasts of market trends, overstocking or product shortage, etc.
  • Production planning
    inefficient inventory control during processing, slow response to planning changes, plans don't accommodate multi-purpose production, etc.
  • Production system
    slow response to change orders, poor reaction to frequent changes in production items, inconsistent processing time, etc. 
  • Warehouse
    inaccurate warehouse inventory control, increased paperwork, etc.

Our production efficiency concept, the Shingijutsu Global Consulting Production System (SGC-PS), when incorporated into your production, logistics, or other operations, will identify weaknesses in your system, eliminate all visible and invisible waste (of time, materials, manpower), minimize production costs, and increase profits. Many global manufacturers have experienced the effectiveness of the SGC-PS concept.

There are three important factors in successful Kaizen activity. First, all Gemba staff (workers at the production site) must understand the Kaizen concept, and have a positive attitude and enthusiasm about the benefits of vigorously practicing Kaizen activities. Second, top management must understand, encourage, and learn how to correctly evaluate the outcome of staff's Kaizen endeavors (simply introducing Kaizen activities at the work site can lead to a false sense of accomplishment without achieving quantifiable results). Third, Kaizen is the whole company activities, everyone involved must not only understand and practice Kaizen techniques on a day-to-day basis, but must also understand its underlying spirit and philosophy.

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Many production managers have theoretical knowledge about Kaizen ("Continuous Improvement"), Just-in-Time ("JIT") and Jidoka ("Autonomation"). They do not know, however, how to incorporate Kaizen systems in their own workplace (Gemba). Unfortunately, trying to bring book knowledge to bear on complex problems in the real world generally proves impractical or ineffective at best, if not actually counter-productive. All Shingijutsu Global consultants have worked for major Toyota group companies(Toyota Boshoku, Toyota Auto Body & Denso), Isuzu Motors and Rinnai where "lean operation" has been vigorously pursued. This has given them practical, hands-on experience as employees in solving day-to-day problems through application of Kaizen activities in successful manufacturing businesses. Having the benefit of Shingijutsu Global Consulting's accumulated know-how is the most significant factor in improving your productivity and profits.

Shingijutsu Global Consulting's on-site consulting services are extremely effective in the following situations:

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Your operation needs dramatic improvement without major changes in your current systems, equipment, and/or location. We call this work "Gemba-Kaizen". Through Gemba-Kaizen, your own staff develops practical solutions providing immediate improvement, which results in reduction of total production and/or operating costs. Gemba Kaizen is not a one-time activity, but should become an integral part of day-to-day operations. Shingijutsu Global Consulting will help your staff learn to continuously apply Kaizen techniques in their daily workflow.

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Your current logistics create a bottleneck in your lean operations. The Logistics Kaizen incorporates Kaizen methods in logistics within one manufacturing site, or between separate locations. Moving materials/products from one location to another is one of the most commonly wasteful activities, causing lost time and excesses or shortages of materials and/or manpower, etc. Logistics Kaizen focuses on scheduling and ordering techniques, material/product and information flow, delivery systems, implementation of the Kanban and Heijunka ("level production") systems, and customer and supplier relationships. Inefficient logistical systems will actually cancel out even strenuous Gemba-Kaizen efforts, which means that Logistical Kaizen must be implemented at the same time as Gemba-Kaizen is undertaken. Logistical Kaizen is also very effective when applied in distribution industries.

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Planning for a new product, new production site, or complete replacement of the existing site, has commenced. We call this work Production Preparation Process ("3P"). Although Gemba-Kaizen is a very useful activity, its effectiveness is limited because it is executed on an existing system where fundamental changes cannot be undertaken. When a new product and/or new production site is considered, we strongly recommend that an Shingijutsu Global consultant be included in the development phase. Our consultant will work closely with your design team for creating the best production system possible for your new product.

Spiral Up through the "4E"s
Implementation takes Education to Experience;then Evaluate your efforts to Enhance your results.

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Shingijutsu Global Consulting will provide you with a curriculum based on your needs choosing from over 40 training modules. We provide an education grounded in the fundamentals of Kaizen, so that Kaizen can be thoroughly understood and correctly implemented.
Critical to the success of kaizen is the development of a support system to promote Kaizen activity. We provide instruction on the significance of the Kaizen Promotion Office (KPO) and how to establish a KPO
It is necessary to advance Kaizen activities strategically in order to achieve a positive impact on the business. The Kaizen process clarifies the current state, defines a future state, establishes the themes for kaizen projects and determines strategic priority for activities. 

The Shingijutsu Kaizen Workshop provides lectures on the fundamental Kaizen concepts, hands on experience of Kaizen activities and a final report out. The activities center around one theme and will be completed in one week.
The Shingijutsu Kaizen Workshop, provides on the job training for Kaizen Specialists.
We also offer Gemba-Kaizen Seminars that focus on teaching Standard Work, as well as seminars on such subjects as Kanban, 3P, Hoshin Kanri, Problem Solving or Lead Time Reduction. Seminars are held either in Japan and US or at the client’s site all over the world and will be designed to meet the client’s need.


It is very important to continue managing improvements after a Kaizen workshop. Are the results of the Kaizen being maintained? If the Gemba is struggling to maintain the results, why is this happening? Daily management objectives need to be established and audited on a daily basis. This information must be visual, so that everyone is clear on what further improvements need to be done.
Kaizen activities are not temporary events, but strategic and continuous. Initially Kaizen is done here and there as "dot kaizen". The next step is to connect the dots and create a line. Eventually as kaizen on the entire line proceeds, they can be connected with other lines creating Kaizen on a plane. The results of these activities, the Kaizen metrics, should be displayed, monitored and evaluated on an ongoing basis.
Kaizen activities should be in line with the company’s policies or Hoshin. It is important that everyone understand why they are doing Kaizen and how the activities contribute to improvements, so this information must visible to all. Both Hoshin Kanri (top down directives) and Daily Management (bottom up initiatives) are utilized to determine Kaizen activities and to ensure Kaizen is linked to management strategies.  

One purpose of Kaizen is to nurture people . The more people there are who know how to find the problems and know how to solve those problems, the more powerful the company. That is why we emphasize educating and nurturing the workforce through Kaizen activities.
The company’s Kaizen activities should be evaluated at regular intervals. Progress in Kaizen activities, achievement of targets, illumination of problems and inclusion of new themes, etc. become triggers for moving in new directions. Any projects that remain incomplete need to be reflected in the Kaizen planning for the following fiscal year.
Our goal is to educate and nurture people to become leaders in Kaizen and we use Evaluation Sheets and Kaizen Skill Maps to do this. We issue certificates to those who complete the Kaizen curriculum, giving those in the program a goal to work toward.  

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