7 - Yasuyuki Ikeda(AG!)_26 TOCPA_Japan_19 May 2016_Eng-Upgr

7/25/2019 7 - Yasuyuki Ikeda(AG!)_26 TOCPA_Japan_19 May 2016_Eng-Upgr

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 19-20 May 2016 !"#"o#a $apan

TOCOur Continuous Growth with TOC

Yasuyuki Ikeda,

Asahi Glassplant Inc. (AG!), Japan

19th May, 2016


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Yasuyuki Ikeda2008 64

2010 SDBR

CCPM2011PROJECT FLOW2011

2014720151Mr. Oded Cohen, Ms. Jelena Fedurko TOC

[email protected]

Yasuyuki Ikeda is the CEO of Asahi Glassplant Inc., and is also thechairman and the president of group companies in Japan and overseas.

He decided to implement SDBR into Production department of AsahiGlassplant Inc. and Asahi Semicon Inc. in 2010, and moved to CCPMimplementation into Engineering department in 2011.

These implementations brought great results of significantimprovement of on-time delivery and lead time reduction, and werepresented at PROJECT FLOW2011 in USA.

He acquired a historic glass plant in Switzerland in July 2014 and hasbeen working on TOC implementation with the help of Mr. Oded Cohen

and Ms. Jelena Fedurko since January 2015.


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Company Overview

Background

Implementation Results

Business Strategy with Operational Excellence

Agenda


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Company Overview

Company NameAsahi Glassplant Inc.

Head Office : 1978 Takahama, Arao-City, Kumamoto-Pref. 864-0025 JAPAN

EstablishedApril,1950 in Omuta City

Business outlineManufacturing and Selling Scientific Glassware, and GlassProcessing Equipment.

Capital : 100 million JPN Yen

Company Area : 40,950 sqm

Gross floor area : 5,613 sqm

No. of Employees : 178

Certifications : ISO9001:2008, ISO14001:2004(Head office/factory, Kumamoto branch)

Head OfficeHead OfficeHead OfficeHead Office


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Organization

ProductionProduction QualityAssuranceQuality

AssuranceFinancialControl

FinancialControl

StrategicPlanningStrategicPlanning

ProductDevelopment

ProductDevelopmentSalesSales

AssemblyAssemblyDesignDesignGlass

productionGlass

production


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Our Products

Laboratory glassware


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Blue label Unit items (Standard items)

Gold label Custom made items

Platinum label Engineering solutions

Platinum label

%ol& la'el

(l"e la'el

7

Servie range

Prie

E!"ensive

#ide

Our Products


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com $

Blue label series

Our Products


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com %

Gold label Platinum label

Our Products


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com &'10

Laboratory Industry

Our Products and Services provide values

or various areas

BS E &5%5&%%7

*S+ 35$5 &%%$ *S+ 35$6 &%76

Standard Custom made

Borosilicate glass 3.3 processing Quartz glass processing

AG! Safety

*S+ 47'4&%77

*S+ &4''&2''4 *S+ %''&2''$


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com &&

!odes o Supply

Design Assem'ly)rection *

Commissionin+,hippin+

MTO

MTS

MTO(Parts Manf)

Production

Div.

,hippin+

,hippin+

Proc"rement

MTO : Make to OrderMTS : Make to Stock

CCPM

SDBR

ETO : Engineering to OrderEngineering Div.


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Company Overview

Background



Agenda


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Pro"lems in Glass Production

We have very limited ability to accept customersrequest for short delivery.

Stocks are not always available when needed. We often struggle to work on big batch orders.

Too much overtime.

We cant expect getting more orders..

Were just too busy meeting our commitment ofon-time delivery while we are compromising our

Responsiveness (Speed and Flexibility).


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A lack of capacity leads to losing orders.

Poor completion rate of New Product Development(NPD) projects.

Engineers overtime is excessive.

We cant expect getting more orders..

Pro"lems in #ngineering

Were just too busy working on immediate taskswhile we are compromising both current and

future sales.


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Our $undamental Thought

We cant reach our goalif we continue our current operation..

Is there any good way?

We met The goal

We want to manage based ongood logical reasons

We need to establish a new management systemin which all the individuals are harmonized with

the whole company.


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ProductionQuality


StrategicPlanning

ProductDevelopmentSales

AssemblyDesignGlass

production

TOC Implementation Timeline

2010 2011

4Apr

5May

6Jun

7Jul

8Aug

9Sep

10Oct

11Nov

12Dec

1Jan

2Feb

3Mar

4Apr

5May

6Jun

7Jul

Implementing SDBR into

Glass Production

Implementing SDBRinto Quartz glass

production(Group company)

ImplementingCCPM into

Engineering

Asahi Semicon Inc. /Quartz glass production


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Company Overview

Background



Agenda


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ProductionQuality


StrategicPlanning


AssemblyDesignGlass

production

Implementing S%&' into

Glass Production %iv(

Color Priority Systemthrough Buffer management

PB size

Buffer status

Release date


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com &%

45%Reduction

days

Production Lead time

5.6d

4.1d 3.1

d

Production Lead Time

ProductionQuality


StrategicPlanning


AssemblyDesignGlass

production

Implementing S%&' into

Glass Production %iv(

Before

After

Now


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 2'

ProductionQuality


StrategicPlanning


AssemblyDesignGlass

production

Daily task update meeting byusing Concerto software

Set Full-kit point in front of assemblyand start assembling only after all

parts prepared

Implementing CCP! into

#ngineering %iv(


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40%Increase

# of completed projects per month

Completed Projects(Throughput)

13

16.3

18.3

FY2011 FY2012 FY2013 FY2014 FY2015

Problem with Sustainability. Multitasking happened

again. We asked Juntos to help re-building CCPM.

Cumulative # of Completed Projects

ProductionQuality


StrategicPlanning


AssemblyDesignGlass

production


#ngineering %iv(

Before

After

Now


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50%Reduction

days

Project Cycle Time

50d

30d25d

Before

After

Now

Project Cycle Time

ProductionQuality


StrategicPlanning


AssemblyDesignGlass

production


#ngineering %iv(


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Company Overview

Background



Agenda


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!ore and !ore Sales with

Same 'esources

Sales (2014-2015) is increased by 99% compared to 2007-2008.

While number of people in Production is almost same (80 82).

Historical sales of in-house products

Start TOC


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Competitive #dge

%eveloped "y TOC

SDBR enhanced our ability to accept customers request

for short delivery orders.

CCPM enhanced our ability to complete NPD projects that

we have launched our new products with more worth,

more competitive price/specification and timely into the

market.

Our profitability (MQ=Throughput) was significantly

improved by increasing sales of in-house products the

margin of which is much higher than purchased ones.


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'e)uirements or POOGI

The critical points for successful TOC implementation:(No success without these elements!!)

Working assumption: TOC can help your business requirements.

1. Strong support by CEO

2. Strong support by operation managers3. Confidence in TOC and your colleagues, and

never give up!!

Documents

7 - Yasuyuki Ikeda(AG!)_26 TOCPA_Japan_19 May 2016_Eng-Upgr