5 - Junichi Sato(YAMAHA)_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

TOC補充ソリューションを用いた生産方式改⾰- 受注生産(MTO)から在庫補充生産(MTA)への移⾏ -

Using TOC Replenishment to transform production from MTO to MTA

佐藤淳一

Junichi SatoYAMAHA Kumamoto Products

19th May, 2016



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

1991年に⼊社し、⽣産管理を担当、その後ＩＴを担当した。そこでＳＡＰ導⼊などに携わる。

2008年にマネージャーとなり、よりＩＴを駆使して⽣産現場を改善するべく、⽣産管理とＩＴ部門を融合し、スケジューラの企画設計、物流改⾰などで成果をあげる。

2012年からは、経営企画課にてビジョン、戦略⽴案と視野を広げ、ＴＯＰの想いであった“マネのできないモノづくり！”に応えるべく、⽣産方式改⾰を追及し、ＭＴＡに出会い改⾰を実現した。現在はＤＴＡ導⼊にむけ、準備を進めている。

ヤマハ熊本プロダクツ株式会社物流改⾰プロジェクトリーダー

Junichi Sato is the project leader of Logistics reforming project of YAMAHAKUMAMOTO PRODUCTS Co., Ltd.

He joined YAMAHA in 1991, and was engaged in Production Planning and IT. He was involved in SAP implementation at that time.

In 2008, he became a manager and integrated Production Planning and IT

departments for the sake of improving production performance through making full use of IT.

In 2012, he was in charge of Management Planning for achieving the company’s vision and strategy of creating a unique production system that any competitors can’t do. For that, he conducted MTA Implementation in 2013.

He is currently preparing for the next challenge – DTA implementation.

[email protected]

佐藤淳一

Junichi Sato




YAMAHA Kumamoto Products (YKP) – is a manufacturing sister company of YAMAHA Motorcycle – produces marine engines and supply them to 180 countries.

Even through their products are supplied to the distribution chain, YKP run under the MTO mode ofoperation and made the master production schedule driven by assembly.

Parts production had severe problems – lack of capacity and mis-synchronization with subcontractors.

For solving these problems, YKP started Pilot implementation of MTIA – Make to Internal Availability – in February 2013. After 2-3 months, YKP saw that production lead time was reduced significantly

while increasing productivity. Management decided to move to the full execution.

Since then, YKP developed their own IT tool for MTIA and started the preparation for expanding theimplementation to the distribution.

Features of this presentation：

• Bottom-up implementation

• Transform from MTO to MTA

• Win-Win relationship with subcontractors

• Usage of Thinking Processes before and during implementation

Overview




Consensus

Inherent Simplicity

Respect

Win-Win

Company Profile

Background

Starting Pilot Project

Conceptual Change from MTO to MTA

Collaoration with Sucontractor!

O!tacle! to e overcome

"e!ult!

#uture Plan

$e!!on! $earned

Agenda




Outboard Motors

YAMAHA

YAMAHA Motorcycle

Company Profile




%ame &AMA'A ("mamoto Pro)"cts

*sta+lishe) %o,em+er 199

Capital 90 Million yen

*mployee //6

"siness Man"fact"rer of Marine *nines

ales 2100 Million yen

Yatsushiro, Kumamoto, Japan

Banpeiyu

Igusa

Company Profile




To 180 countries

Casting Chartering RWH

清水港

博多港

八代港

Distributer

通

関

Stock Stock

Stock

moothin Machining Painting Assembly Shipping

PurchasingYAMAHA Kumamoto

Bu!ine!! % Supply Chain




Casting

Machining

Smoothing

Painting

Assembly

Packing

445 SKUs

390 SKUs（Common parts 100 SKUs）

PIPIPIPI

5,500 SKUs

425 SKUs

Two Subcontractors work in ourplant - Outsourcing

• Dependent Set-up

• Long set-up time(3-10H)

• Multiple CCRs

RM

122 SKUs

Ship

Manufacturing Proce!!




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




Top’s dream：：：：“ To become a true “Coherent plant” based on link management technique ”

SCM slogan：：：：Synchronize Production and Sales by integrating physical process flow, information flowand managerial flow

Increase Efficiency

Reduce Inventory

By reducing LT, we will achieve:

⇒ OE reduced

⇒Demand satisfied

Coherent Plant

＝＝＝＝ Nimble & Strong Chain Can “ＴＯＣ” solvethese issues?

“Stabilized” & “Rapid”

Flow

Implementing APS…Backward schedulingBut Murphy in execution

Same Demands?We have focused on higher DDP for HQ

But the need of customer in US issame as in Indonesia?

What is “Coherent Plant”?Can we change the way of

Part Production?

Inventory is“Enemy”?

What’s wrong with inventory?

&hy TOC'

Production

First target

Distribution




D

Stick to the planthat was set

or officially updated

D

Stick to the planthat was set

or officially updated

D’Take expensive

corrective actions toadd capacity

D’Take expensive

corrective actions toadd capacity

C

Meet assemblyschedule

C

Meet assemblyschedule

A

Manage well

A

Manage well

B

Control cost

B

Control cost

■ There is too much overtime in part production

■ There are too many items that have excess stock in front of assembly

■ Too much efforts and negotiations required to make a production plan

■ Many Improvement initiatives don’t provide expected results

()*! % Core Prolem in

Part! Production




MTIA

CastingSmoothing M/C Paint

Pressfitting

Assy

Pack

PartsCenter

CKD

Dealers

Pack

DockWH

RWH

Procurement

X 4

RM

PTA

Procurement

Purchased

Item

SFWH – Semi-Finished Goods WarehousePTA – Purchase to Availability

Complete Knock-Down

SFWH

X180countries

Areas for applying MTIA andbuilding Stock Buffers

SFWH

Build enough Stock Buffer at SFWH, and replenish based on consumption from it

Consume

Request

Replenish

Sugge!ted Solution +

Make to ,nternal Availaility




Agreed our Core Problem and Direction of Solution.But…

It’s not equipmentinvestment…? It’s not IT system

Implementation?

Inventory will increase!!Go back to the old days？

Is itmagic stick?

HQ haven’timplemented

Many Obstacles

PPCBusinessPlanning

Production

Gate4

ＴＯＰ

ProductionTechnologyManagement

Gate3Twice

Gate17 times

Gate23 times

4 Gates to overcome

Use Transition Tree (TrT) to plan my actions

-etting Buy.in from Top Mgmt




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




2012 2013

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ConsensusBuilding

CRS &SolutionDesign

by Juntos

PilotPreparation

PilotExecution

InformationGathering

Management Tools Program：TOC-TP Training Course

Joining MT Club*： Mastering TP skills

Management WS：Solution Offer to Director

Implementation Set-up WS：Knowledge Transfer to Core Team

Decision madefor Roll-out

MT Club： Monthly volunteer study meeting by graduates of MT Program

GettingBuy-in

,mplementation Timeline




Project Team

SteeringCommittee

Project Leader【Juntos】

Keita Asaine

【Casting, Machining】Mgrs, Supervisors

PPC ２p

【PSNC】Katsuyuki Utsunomiya

IT 2p

Junichi Sato【Juntos】

Ryoma Shiratsuchi

Facilitator

【Smoothing】

Mgrs, Supervisors

Core Team




Dee!opin" ne# p!annin" proce$ure%on&!ict on ho# to use '(S

with asmile

)*' +ame

,mplementation Set.up &ork!hop




(3 !ile

JB8 JB9 SC1MTIA 品目総数 30 63 9

MTIA 在庫切れ数 6.0 20.0 0.0

MTIA 利用可能率 80.0% 68.3% 100.0%

MTIA DIOH 3.0 2.5 6.6

# SKU ID Name Line Type 目標在庫

(TL)

手持在庫

(OH)ﾊﾞｯﾌｧ

消費

製造中WO

(WIP)

要求補充量

(on request)

入庫数

(in)

出庫数

(out)

平均日次

消費

（先月）

DIOH

（先月）

1 68S4594200YY80 68S-11 JB8 MTIA 414 10 98% 428 -24 0 0 17 0.62 68U 4594200YY80 68U -9 JB8 MTIA 244 8 97% 254 -18 0 0 5 1.83 68V4594200YY80 68V-17 JB8 MTIA 49 5 90% 111 -67 0 0 3 1.74 68V4594400YY80 68V-19 JB8 MTIA 36 2 94% 168 -134 0 0 3 0.65 69G4594200YY80 69G-5 -3/4 JB8 MTIA 414 11 97% 434 -31 0 0 3 3.96 69G 4594400YY80 69G -7 JB8 MTIA 3,618 50 99% 3,618 -50 0 0 32 1.67 69W4594400YY80 69W-15 JB8 MTIA 515 37 93% 527 -49 0 12 5 7.5

8 69W4594600YY80 69W-13 JB8 MTIA 2,274 613 73% 1,584 77 0 143 144 4.39 69W4594800YY80 69W-11 JB8 MTIA 1,343 592 56% 848 -97 0 150 114 5.2

10 69W4595300YY80 69W-12 JB8 MTIA 1,872 48 97% 1,831 -7 0 0 106 0.511 69W4595900YY80 69W-14 JB8 MTIA 278 62 78% 507 -291 0 0 18 3.412 6E54594200YY80 6E5- 19 JB8 MTIA 966 86 91% 647 233 96 350 45 1.913 6E54594400YY80 6E5- 21 JB8 MTIA 323 352 -9% 446 -475 0 0 3 136.914 6E54594601YY80 6E5- 17 JB8 MTIA 1,801 181 90% 1,620 0 0 58 58 3.115 6E54594800YY80 6E5- 15 JB8 MTIA 3,709 67 98% 3,445 197 480 134 114 0.616 6E54595100YY80 6E5- 13 JB8 MTIA 1,156 28 98% 1,154 -26 0 21 54 0.517 6E54595300YY80 6E5- 23 JB8 MTIA 40 3 93% 66 -29 0 0 0 10.518 6E54595500YY80 6E5- 11 JB8 MTIA 618 21 97% 612 -15 0 2 14 1.519 6E54595700YY80 6E5- 25 JB8 MTIA 3 4 -33% 35 -36 0 0 0 0.020 6E54595900YY80 6E5- 14 JB8 MTIA 423 19 96% 579 -175 0 0 13 1.4

21 6G 54594200YY80 6G 5- 15 JB8 MTIA 481 15 97% 487 -21 0 0 6 2.422 6G 54594401YY80 6G 5- 21 JB8 MTIA 65 6 91% 109 -50 0 0 2 3.523 6G 54594601YY80 6G 5- 19 JB8 MTIA 472 15 97% 541 -84 0 0 9 1.724 6G 54594801YY80 6G 5- 17 JB8 MTIA 552 13 98% 680 -141 0 124 8 1.725 6G 54595100YY80 6G 5- 23 JB8 MTIA 19 6 68% 60 -47 0 0 0 63.026 6G 54595300YY80 6G 5- 16 JB8 MTIA 99 11 89% 95 -7 0 0 1 7.527 6G84594800YY80 6G8-9 -1/4 JB8 MTIA 251 20 92% 264 -33 0 0 4 5.528 6J84594210YY80 6J8-8-1/4 JB8 MTIA 76 7 91% 127 -58 0 0 0 21.029 6K14594600YY80 6K1- 19 JB8 MTIA 87 13 85% 96 -22 0 0 2 7.030 6K14594800YY80 6K1- 17 JB8 MTIA 97 14 86% 102 -19 0 0 1 12.8

1. Select controllable number of SKUsfor participating in Pilot 102 items

•Propeller line – 93 items

•Crank line – 9 items

2. Determine RRT – ReliableReplenishment Time per SKU and set

Target Levels

3. Develop procedures for planningreplenishment

4. Develop two types of Excel files

•SKU file

•WO file

5. Explain to Gemba（（（（for supervisors & production managers））））

Preparing Pilot




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




Our Previou! &ay of

Managing Production

Casting

Scheduler

WO release

PPC negotiatewith Production

Due Date

Smoothing

ＭＲＰ

WO release

Leave toOutsourcing

Due Date

Machining

Scheduler

WO release

PPC Negotiate

with Production

Due Date

Too much WIP leads to longer Production lead time.

Each process makes a plan based on local optima.

ＡＡＡＡＡＡＡＡ



ＢＢＢＢＢＢＢＢ



Painting

ＭＲＰ

WO release

Leave toProduction

Due Date

Assembly

ＰＰ

Due Date

WO release

Automatic Planning

Process

ITSystem

Planning

InventoryFlow

RetentionRetention

RetentionRetention




• There are stocks hold after machiningprocesses.

• If we have a warehouse, there is no needto take “order quantity” into accountwhen determining “production quantity”(Decoupled)

“Reality”

• We had seen the area holding stocks as just astopping point (yard), not a warehouse.

• There is no way (no idea) to give instructions for

which SKU, how may and when to produce.

• Quantity and release date of WOs areplanned per each work center according to

master schedule of assembly – it meansthey are run under MTO having due datesfor assembly.

• Due dates are set per each work center.

“Current procedure”Nevertheless..

Why we have GAP？

,nherent Simplicity

Downstream

Supply

Demand




WO – Work Order

WHAT to Change?

Stock area in front of assembly is

not Warehouse, but Yard.

Reducing inventory at any place is

a major consideration

Produce to Assembly Schedule. WO quantity is influenced by

assembly schedule

Fixed Schedule. Production plan is made fortnightly

Every process has local due date

Establishing SFWH as Regulator

of Replenishment System. Build Stock Buffer and commit to

availability at SFWH

Replenish to Consumption.

Determine WO quantity with

consideration of difference in

capacity from assembly

Flexible Schedule throughBuffer Management.

Frequently plan when to release

WO according to buffer status

TO WHAT to Change?

)irection of Solution




Supply to SFWH – No Push

Produced stock is ”Pushed” to downstream

Stock after machining is treated as

WIP

Manage stock per process

Focus on reducing inventory

(Inventories are all Enemy)

Stock after machining is strategically

treated as on-hand stock at SFWH

Set Target Level per SKU and manage

total stock in the whole processes

Focus on ensuring Availability at

SFWH

MachiningCastingSmoothi

ng

Paint/Assembly

On-handOn the Way

Paint/Assembly

SFWH

MT,A "ule /0

*!tali!hing S#&1 a! "egulator of

"epleni!hment Sy!tem




Assembly schedule is “DRUM”

WO quantity is planned in conjunction

with assembly schedule

We can not plan for preceding processwithout determining the plan for post-process

Consumption from SFWH is “DRUM”

WO quantity is planned withconsideration of difference in capacityfrom assembly

All processes in part production are“integrated”

MTIA way: “Global PULL”

Current way: “Local PULL”（Eventually PUSH）

SFWH – Semi-Finished Goods Warehouse

Machining

Casting Assembly

Parts Production AssemblySFWHSFWHSFWHSFWH

Smoothing

Consumption

Request

Replenish

Demand

MT,A "ule 20

"epleni!hment to Con!umption




MTA Measurement

Report

After YELLOW WOs

After RED WOs

No.1 Priority

To Assembly

SFWH

WO １

WO ２

WO ３

①GettingOrders

③ReplenishmentWO

④WO Priority

Not allowed to

release WO

⑥RecoveryActions

②On-handStock

DIOH

Measure the level ofno-excess stock

Availability

⑦PerformanceMeasurement

Daily check the progress

of Black/Red WO anddecide recovery actionswhen needed

⑤BMMeeting

Measure the level ofno stock-out

MT,A "ule 30

Buffer Management




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




① Explain future vision and business needs（to secure Japanese production way by

“coherent plant”）

② Explain MTIA by our own words

（Stock Buffer, Replenishment, Priority）

As the result that:

The GM approved to add capacity temporarily to build stock buffer without hesitation.

YKP puts pressure to reduce lead time,But in reality, there are many shortages

Too many reworks due to casting’s defective

eating our capacity We don’t understand

what is “coherent plant”

Offering our solution (MTIA)Interview with GM

To understand the image of the new way

Listened to the subcontractors’ voice to understand their reality

GM’s comments:

• I understood that the MTIA could help us.

• We didn’t see any significant risk because of the careful approach by the pilot instead of full execution

• MTIA has a robust mechanism so that we are all aligned through synchronized tool & measurements

Seek for Collaoration with

Sucontractor!




【Before】

＜Planning＞

PPC Machining

＜Planning＞

C a s t i n g

S

m o o t h i n g

M a c h

i ni n g

＜Planning＞

PPC Casting

Casting

Tools

Daily ConsumptionWO File

Machining

【After】

Integrated part production for sharing plan and execution

Outsourcing

This sequence ofWOs is suitable

for everyone Estimatedrequired

resourcesOutsourcing

注文書（購買課経由）Ｌ / Ｔ３日でやってください。

How is the currentconsumption rate

Going to delay

due to Murphy

APS

PPC

Any problemon setting

target level?Availability & DIOHDBM

Synchroni4ed $ocal Action!

in ,nformation5)eci!ion #low




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




Ｄ’Supervisors

decides detailed

schedule ofmachine shop

ＡManage well

PPC knows only line level of load status.

ＢAvoid

unnecessaryovertime

ＣProper resource

allocation

ＤPPC decides

detailed scheduleof machine shop

•Insufficientinformation to decidedetailed schedule.

•PPC and foremen hasdifferent priorities.

Supervisors do not have idea to give loadestimation for a week ahead.

Injection:

Supervisors and PPCsit together andcombine their

information for

determining schedule.

We had a twoconflicting ideasabout planning.

Respect to the member’s idea！

Project Memer6! Conflict

aout Production Planning




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




【Propeller】

Building enoughon-hand stock

• 93 SKUs

• Availability： (# of SKUs with DIOH≧1d)/93 SKUs

• DIOH – Days Inventory On-hand

【【【【Availability】】】】 72% ⇒⇒⇒⇒ 82%

【【【【DIOH】】】】 3.1d ⇒⇒⇒⇒ 4.3d

Availability

"e!ult!0

Availaility and ),O1




【Crank】

Ensuredavailability of RM

• 8 SKUs

• Availability： (# of SKUs with DIOH≧2d)/8 SKUs

• DIOH – Days Inventory On-hand

【【【【Availability】】】】 92% ⇒⇒⇒⇒ 92%

【【【【DIOH】】】】 6.7d ⇒⇒⇒⇒ 8.1d

Availability

"e!ult!0

Availaility and ),O1




【PLT】 17.6 d ⇒⇒⇒⇒ 6.4 d

65% reduction

【Propeller】【Crank】

1 2 .7

9 .2

6 .4

1 0 .6

1 7 .6

0

2

4

6

8

1 0

1 2

1 4

1 6

1 8

2 0

３月４月５月６月７月

3 .8

1 0 .2

6 .1

7 .5

0

2

4

6

8

1 0

1 2

４月５月６月７月

"e!ult!0

Production $ead Time

【PLT】 10.2 d ⇒⇒⇒⇒ 3.8 d

63% reduction

" lt




【Set-up time】2528 min ⇒ 1827 min

△２８％ reduced

【Set-up frequency】５１/mo ⇒ ４１/mo

△２０％ reduces

0

5 0 0

1 0 0 0

1 5 0 0

2 0 0 0

2 5 0 0

3 0 0 0

3 5 0 0

4 0 0 0

2 0 1 2 年 1 月

2 0 1 2 年 2 月

2 0 1 2 年 3 月

2 0 1 2 年 4 月

2 0 1 2 年 5 月

2 0 1 2 年 6 月

2 0 1 2 年 7 月

2 0 1 2 年 8 月

2 0 1 2 年 9 月

2 0 1 2 年 1 0 月

2 0 1 2 年 1 1 月

2 0 1 2 年 1 2 月

2 0 1 3 年 1 月

2 0 1 3 年 2 月

2 0 1 3 年 3 月

2 0 1 3 年 4 月

2 0 1 3 年 5 月

2 0 1 3 年 6 月

2 0 1 3 年 7 月

0

1 0

2 0

3 0

4 0

5 0

6 0

7 0

8 0

工数段取り

MTIA start

Ave

【Set-up frequency】１８/mo ⇒ １２/mo

△３０％ reduced

【Set-up time】2609 min ⇒ 1668 min

△３６％ reduced

0

5 0 0

1 0 0 0

1 5 0 0

2 0 0 0

2 5 0 0

3 0 0 0

3 5 0 0

4 0 0 0

2 0

1 2 年 1 月

2 0

1 2 年 2 月

2 0

1 2 年 3 月

2 0

1 2 年 4 月

2 0

1 2 年 5 月

2 0

1 2 年 6 月

2 0

1 2 年 7 月

2 0

1 2 年 8 月

2 0

1 2 年 9 月

2 0 1

2 年 1 0 月

2 0 1

2 年 1 1 月

2 0 1

2 年 1 2 月

2 0

1 3 年 1 月

2 0

1 3 年 2 月

2 0

1 3 年 3 月

2 0

1 3 年 4 月

2 0

1 3 年 5 月

2 0

1 3 年 6 月

2 0

1 3 年 7 月

0

5

1 0

1 5

2 0

2 5

3 0

工数段取り

Ave

Ave

Ave

MTIA start

"e!ult!0

Set.up Time

【Propeller】【Crank】

" lt




WIP was vanished

Line B

【Post-heating Machining】

Line A

【Pre-heating Machining】

WI P

To yard

Supply from yard

＜Before＞

Production plan was determined by post-process.Line A had to hold stock due to lack of capacity.

Better resource assignment

Line C Line D

＜Before＞

Which line should I work for?

Line C Line D

＜After＞Easy to assign resources as WO priority is clear

Color status gives clear priority

Resources are allocated with concentrated

WO1 WO2 WO3 WO1 WO2 WO3

One person assigned for Line C and Line D. Ad-hoc

Line B Line A

【Pre-heating Machining】

＜After＞

No pressure to balance capacity – stock after Line Agoes to directory to Line B.

【Post-heating Machining】

"e!ult!0

Changed -ema

" lt




"e!ult!0

-ema6! 7oice!

CastingSmoothing

(Internal subcontractor)Aluminum Processing Steel Processing

【Smoothing】 foremen

Reducedunreasonableovertime

【Smoothing】 Supervisor

Available spacesgot wider because of

reduced WIP

【Casting】Supervisor, foremen

No expedites frompost-process

【Casting】 Prod. mgr

Easy to manageby controllingstock levelper each item

【Aluminum Processing】ForemenEasy to assignresources betweenWorkplacesNo need to urgentadjustment andno waiting time

＜Whole processes＞Production mgr, SupervisorSpace of warehouse will be insufficient, after roll-out started.

【Steel Processing】foreman

Easier quantity controlbecause of shipping lot size

Our efforts forin-process inspectioncan be reduced

We got positive and meaningful feedbacks from Gemba people!

【Reservations】＜Casting＞Containers will be not enough by increasing stocks at SFWH.

We will run space simulationand take it into account.

【Aluminum Processing】Prod. MgrManagement based onlatest information is effectiveas we have troubles everyday

" ll t " lt




Production Lead TimeProduction Lead Time

Before 18d ⇒ Target 9d

Actual8.6d

"oll.out "e!ult!0

Production $ead Time

"oll out "e!ult!0




Availability & DIOHAvailability & DIOH

利用可能率

工場内遅延実績

１月

# of delayed delivery to Assembly# of delayed delivery to Assembly

AvailabilityTarget 95％〜

6071 75 80

87 90 98

263251

227220

195

183

156150

136

124114

715750

4126

16

0

50

100

150

200

250

300

1月 2月 3月 2 5月 6月 7月 8月 9月 10月 11月 12月

2013年（単月実績 2014年（単月実績） 2013年（累月実績） 2014年（累月実績）

DIOHTarget 5d keep

# of delay to Assy263 ⇒ 98

Availability70% ⇒ 90%

"oll.out "e!ult!0

Availaility % ),O1




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda

8e9t Step! Synchroni4ed




SFWHParts Production

Too many inventoryat Dock

Very long current Replenishment Time

MTIA – Make to Internal Availability

Plant is suffering fromlack of capacity

SFWH – Semi-Finished Goods WarehouseCWH – Central WarehouseRWH – Regional Warehouse

Phase 1

Why？Currently, Dock is NOT warehouse !

Casting DockX 4

RWHSmoothing Machining Assembly

Assy CWH

Synchronize the Plant andthe Downstream Chain

Phase 2

MTA – Make to Availability

RWH

RWH

RWH

RWH

Phase 3

DTA – Distribute to Availability

New Replenishment Time

8e9t Step! + Synchroni4ed

Production and Sale! with MTA5)TA




Company Profile

Background





"e!ult!

#uture Plan

$e!!on! $earned

Agenda




① 『With my own words』

② 『Resistance? – Welcome!』』』』

③ 『My mind is sending』

④ 『Focus』

⑤ 『TOC Full-kit』

It makes no sense to speak aloud the material provided by consultants.

Understanding the logic of solution and gaining confidence gives people security.

Resistance to change is the first step to achieving goal. We should investigatethe reason behind their response and prove into the identity of the fear.

If I tell the objective/reason with the mind of respect, then people will accept.

I realized the power of TOC through experiencing not only replenishment solutionbut also MT and CCPM. I am excited to expand the implementation – DTA fordistribution and CCPM for engineering. I believe that TOC Full-kit will guide my

company to the right direction.

The key success factor is focusing instead of trying to do too much.

$e!!on! $earned




2012.4.14 My son (8 years old)

How Santa delivers all the right presents to the right children across the world, in one night !?

（from Oded’s material）

Itaru：”Where does Santa come from?”

DAD：”Finland”Itaru looks for a globe.

・Dr. Goldratt, Mr. Oded Cohen, JUNTOS（Keita & Ryoma）、PSNC（Katsuyuki）

・Top mgmt for giving Chance, Gemba for accepting Change, and PJ members for Challenge

・And, my family

This picture droveme to this journey.

My Precious

Special Thank!

Documents

5 - Junichi Sato(YAMAHA)_26 TOCPA_Japan_19 May 2016_Eng-Upgr