"Improvement Makes Work Enjoyable" - Mutual Prosperity Through Collaboration with Suppliers and Shared Struggle
In a bid to enhance the efficiency of its supply chain, Toyota has been collaborating with its Tier 1 and Tier 2 suppliers, one of which is Kurota Seiki-Seisakusho. This collaboration has brought about significant improvements in the logistics operations of Kurota Seiki-Seisakusho through various initiatives.
One such initiative is the continuous improvement culture, known as _kaizen_. Toyota encourages its suppliers to identify areas for improvement and implement small, incremental changes to enhance efficiency and productivity. By fostering a mindset of continuous improvement, suppliers like Kurota Seiki-Seisakusho can optimize their processes, reduce errors, and enhance overall performance.
Another method used is the 4S approach, which stands for Sort (Seiri), Set in Order (Seiton), Shine (Seiso), and Standardize (Seiketsu). This approach helps suppliers eliminate waste and improve workflow by sorting unnecessary items from necessary ones, setting them in order in a logical and accessible manner, cleaning the workspace regularly, and standardizing procedures to maintain organization and order over time.
Toyota's collaborative activities have also helped suppliers improve logistics operations by encouraging supply chain diversification, implementing lean manufacturing principles, and collaborative problem-solving. These strategies have resulted in reduced waste, streamlined processes, and improved efficiency.
At the Yoro Factory of Kurota Seiki-Seisakusho, Toyota's Group Collaborative Activities focused on improving the shared yard for inbound and outbound shipments. The team selected Plant 1, with the largest shipment volumes and longest travel distances, as a model for establishing efficient on-site logistics. Outbound items are now divided into lanes for each shipment, making work easier for downstream logistics drivers.
The collaborative improvements also resulted in freeing up two members from the Yoro Factory's logistics team, boosting productivity. Part of Toyota's kaizen efforts is the 4S approach, which includes creating "set paths" to standardize operations. The Yoro Factory had not standardized its logistics operations to ensure safety and eliminate waste.
Toyota prioritizes creating safe and secure work environments, and advised Kurota Seiki-Seisakusho to focus on safety. Progress management is made easier with the installation of kanban card boxes in the outbound yard. The receiving functions were consolidated into a separate inbound shipment yard, improving the flow of goods.
Goods are moved around using Toyota's mikara (loaded-empty) system, improving efficiency in the collection of finished parts. The shared yard was turned into a dedicated dispatch zone, with lines drawn on the floor to separate work areas for people and forklifts. The new approach to logistics considers transporting "only what is needed, when it is needed, and in the amount needed."
Toshihiro Kuroda, president of Kurota Seiki-Seisakusho, stated that the staff from Toyota and Aisin worked with their employees to make improvements. Kurota Seiki-Seisakusho is a Tier 1 supplier for Aisin, producing engine and brake parts. Workers at the Yoro Factory are eager to continue kaizen efforts to avoid wasting the knowledge gained over the past year.
In conclusion, Toyota's Group Collaborative Activities have been instrumental in enhancing the logistics operations of Tier 1 and Tier 2 suppliers like Kurota Seiki-Seisakusho. The Yoro Factory of Kurota Seiki-Seisakusho, one of six facilities, participated in Toyota's Group Collaborative Activities from March to November 2023. The collaboration has led to significant improvements in the factory's logistics operations, reducing waste, and enhancing overall performance. However, specific details about how these activities directly impact Kurota Seiki-Seisakusho are not provided in the available information.
The manufacturing industry has witnessed a positive impact on one of its suppliers, Kurota Seiki-Seisakusho, as a result of Toyota's collaboration, which encompasses aspects like finance and business strategies. Toyota has inspired Kurota Seiki-Seisakusho to adopt continuous improvement strategies, such as kaizen, and the 4S approach, thereby optimizing their processes, reducing errors, and enhancing performance, thereby extending beyond the automobile industry.
