Improvement is a technique for increasing the value of an object by repeatedly changing things or actions to make it better. Our Monozukuri process ceaselessly pursues value formation for manufacturing aiming at major improvement targets of people (actions and attitudes for Monozukuri), goods (tools and equipment for Monozukuri), and difference (difference between the current state and the standard). Our Monozukuri uses the standard work chart as an improvement tool to make repeated improvements with the motto of “no end to improvement.”
People
In the pursuit of value formation in DNPS activities, we repeatedly review the work elements of Monozukuri focusing on people and revise the standard work chart. To create a worksite where people can work safely, we make ergonomic improvements specifically concerning people’s working postures.
We are committed to making improvements and revisions all the time, pursuing the standard work according to the One Best Way to achieve the best standards that can be followed without difficulty.
Goods
Improvements focusing on goods are made with the participation of all employees using the means known as self-initiated maintenance.
Self-initiated maintenance enables operators to keep track of the condition of the tools and equipment used in Monozukuri and take action before an anomaly occurs. Through self-initiated maintenance we conduct Monozukuri on a just-on-time basis to deliver to the customer only when and what is needed and in the amount needed.
For self-initiated maintenance as well, the One Best Way provides the ideal form of maintenance and inspection standards.
Difference
The term difference refers to the difference between the current state and the desired state (standard items/conditions). We are making improvements to resolve that difference.
We identify the current state, define the difference between it and the set standard, set the difference as a target, and make improvements. Improvement in which current problems are identified to define challenges is termed “difference-oriented improvement.”