Our group is implementing the SRIM-CZ (Slim-CZ) activity in order to activate kaizen activities and for me to personally confirm the improvement of our technical capabilities.
My visits to the sites of each division and group company provide a valuable opportunity for me to share the wisdom and passion of the field through direct contact with your initiatives and ingenuity in solving problems.
Recently, we received a report on on-site kaizen from a Material Division, which is located in the Komaki Head Office and Manufacturing Plants.
Material Division's Challenge to "Change the Way Factories Work”
In the Material Division, kaizen activities are being promoted in all aspects of safety, quality, environment, and productivity, breaking with conventional wisdom in order to “create workplaces where diverse human resources can handle their duties,” which is a priority issue for the Group.
Because this division handles heavy materials, many men have been employed in the past, but in recent years, women have also been assigned to the division.
First, the 3.9 kg jig was reduced in weight to 2.0 kg, and the change in storage location made the moving process unnecessary, so that everyone, including women, can work safely and efficiently.
Furthermore, the site is steadily changing day by day, such as the creation of a bright factory with white paint and a clean work environment with dust control.
I realized the benefits of promoting diversity when we were able to create a variety of ideas to enable diverse personnel to handle their work, regardless of gender or other factors.
Change Begins with Awareness - Inspired by Overseas Factory Visits
Behind the acceleration of these improvements is the rotation of human resources across all business divisions and a change in staff motivation after a visit to our group company SRK-ER (Thailand) plant by supervisors level members.
At the site visited, they saw a factory environment that is not only organized and neat, but also well maintained, including recycling consolidation areas and waste sorting areas, and they were greatly inspired by the “state of the factory,” which is different from Japan.
The driving force behind this kaizen was the action and shared awareness that immediately after returning to Japan, they started to improve their own divisions.
Rotation of these personnel is also crucial to the process of creating awareness.
It was an important stimulus for both organizational vitality and individual growth.
A “Culture of Kaizen” Fostered throughout the Group
In this report on SRIM-CZ activities, initiatives in the conceptual stage were also introduced with an eye toward the future.
It was heartening to see from the sparkle in the eyes of the reporters that people in the work sites are beginning to proactively envision the future.
The Materials Division is the source of the Group's production, and its quality has a significant impact on subsequent processes.
In many cases, investments in this division also lead to overall cost reductions, and I look forward to promoting kaizen from a company-wide perspective.
Lastly
I visit the factory many times a month to have frank discussions with the members on site, including about proposed kaizen plans that are being conceived.
The “horizontal development” of applying good practices from other bases to our own bases, as in this case, is one of the strengths of our group.
Please do not hesitate to speak up if you feel difficulties in your work.
I ask all of you in key positions to create a work environment that can listen to such voices.
There is no end to improvement.
Let us not be bound by past concepts, but pursue our ideal image and continue to boldly take on challenges throughout the Group.
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