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| 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. |
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| Consider your current production or operation system. Your traditional production methods may suffer unrecognized inefficiencies in the following four areas: |
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- 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.)
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| Our production efficiency concept, SGC 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. See Client page if you'd like to view a list of our leading clients. |
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| The SGC Production System is based on the Toyota Production System (TPS), recognized among manufacturers world-wide as the best production efficiency system available. The TPS is supported by two essential concepts: Just-in-Time (JIT) and Autonomation, which in turn are based on the "level production" concept ( Heijunka ). Heijunka is a basic production method whereby every product is manufactured at the same level of production. TPS techniques can be implemented by any company aspiring to achieve "lean operation" ( Kaizen), although the basic methods of TPS are best suited to companies with ample funds, large production numbers, and strong, successful, and controllable relationships with their materials vendors, etc. (such as Toyota). However, successful integration of the TPS concept is not achieved by the system itself, but by understanding the core philosophy of the TPS: trust in, and respect, for the workers and their abilities. For this reason, SGC believes attempting to apply TPS methods in all manufacturing situations may be counter-productive. Instead, SGC analyzes each company's distinctive circumstances and recommends the Kaizen methodology which will produce the best results. Nonetheless, every Kaizen implementation, while unique to the company's situation, inherits the basic concept of the TPS. For instance, the commercial jet industry (where only a few jets are built each month) is quite different from the automotive industry (where one car is assembled every 60 seconds). SGC has consulted with clients in both industries, however, and SGC-PS methods have yielded maximum Kaizen results in each case. |
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| SGC's goal is to produce the best outcome for each of our clients. We developed the SGC Production 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. For details of how our company and our methodology evolved, we invite you to visit Our History. |
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| There are several ways the SGC Production System can be incorporated into your operation: through On-site Consulting and/or Seminars. Our professional consultants are stationed in Japan and the United States, serving clients on location worldwide. Seminars to train staff expected to perform Kaizen activities in the client's organization are held in Japan and the United States. SGC believes these services together provide our clients with the tools necessary to achieve maximum results. |
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| SGC doesn't make recommendations and leave the client to implement them as best it can. We provide on-going assistance to our clients as they work to integrate Kaizen methods in their operations. We create systems and develop techniques that meet the specific requirements of each client, no matter what industry, product, or location. Our long-term relationships with world-class companies have given us the accumulated experience to meet any challenge. |
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| In essence, SGC's mission is to help the client identify problems and develop specific strategies to resolve them, and then train the client's staff in the practice of Kaizen. To illustrate: a company can suffer ill symptoms, like humans do, and need a doctor. First, a diagnosis must be made, then a treatment plan prescribed. After identifying the problem at the client's site, SGC acts as a skilled surgeon, mending the damage or removing the disease so the system can recover. In order for the "surgery" to be successful, however, on-going care at the facility is necessary. Sometimes painful treatments, such as downsizing, are prescribed in order for full recovery to occur. Medicine, although bitter, also may be necessary to ensure lasting health. SGC believes the best "nurse" for a company is its own employees. This is why a core element of our SGC-PS is to train the client's staff in the best of all preventative medicines, the practice of Kaizen. |
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