After one goes through the first step of seiri (sort) in 5S, next comes the second step of seiton (set in order). In general, the second S is known as the process of organizing and arranging in order the necessary items kept from the first S process. Akinori Hyodo delves deeper into this concept of seiton and discusses that it is all about creating a visual workplace.Details
The following articles are summaries of our #AskSensei webinar events held with former Toyota Factory Manager and lean sensei Akinori Hyodo and other senior personnel from Japanese industry, on topics related to lean manufacturing, Toyota Production System and Kaizen.
To receive updates on our #AskSensei events, lecture summaries and other items of interest related to lean manufacturing and Japanese management practices, join our eNews mailing list at the bottom of this page and/or follow Shinka Management on Facebook, LinkedIn or Instagram.
In the world of lean, 5S is often considered as the basis for all improvement. When 5S is implemented thoroughly and continuously, it contributes to the elimination of waste and improvement of workplace efficiency as problems and issues are exposed and visualized much more easily. In this #AskSensei event we discuss the first S – seiri (sort).Details
Poka-yoke is a well-known Japanese term in the world of lean. It means “error-prevention” or “mistake-proofing” and the implementation of poka-yoke on the shop floor is regarded positively and encouraged in general. But, should this really be the case? Akinori Hyodo discusses the idea of poka-yoke and explains a potential pitfall around its implementation.Details
Standard work is regarded as a key foundation of the Toyota Production System. Operations where a high level of standard work is performed and maintained typically have strong results around efficiency, quality, cost and safety. Lean manufacturing sensei Akinori Hyodo explains the importance of the role of standard work within Toyota and discusses how the level of precision of standard work can be improved.Details
Akinori Hyodo joined the Toyota group at the age of 19 and through his Toyota career he worked his way up to become factory manager and director at the Toyota factory in Japan responsible for manufacturing the HiAce vehicle. His path on a lean journey wasn’t always smooth but his unswerving attitude to rise to challenges made him the lean leader he became. Hyodo Sensei shares experience from his Toyota career and gives us advice based on his personal journey.Details
The term Jishuken came out of Toyota and has become a well-known word in lean manufacturing. It is often referred to as a “management-driven group kaizen activity”. But, the details of what is really involved in Jishuken are not widely known. Akinori Hyodo explains Toyota’s approach to Jishuken and shares his experience of being an active part of it for more than a decade.Details
Good supplier relationship management is crucial for the success of a business and Akinori Hyodo argues that Toyota’s corporate strength is built upon the strong capabilities of its suppliers. We discuss the importance of supplier development and how to establish and maintain a strong relationship with suppliers.Details
Kaizen plays an important part in helping an organization mature into a lean enterprise. However, getting everybody on board with continuous improvement initiatives can be a challenging task. We discuss the benefits of Kaizen Suggestion Schemes with Lean Sensei Akinori Hyodo sharing examples from Toyota.Details
Leadership from top management is the key in determining the success of an organization’s lean transformation. But, how should they approach this vital task? We explore the role of top management and delve into the question of how they should take the lead in their lean journey.Details