Shigeo Shingo is a name highly respected amongst engineers and the scores of people currently associated with quality control across industries. He is said to have attained Kaizen, the Japanese word associated with improvement. To be more precise, the concept in business it refers to the perfect synergy between all the activities of an organization. This may be from the level of the CEO himself down to the assembly line workers on the floors of thousands of factories across the world.
|Published (Last):||20 September 2015|
|PDF File Size:||16.11 Mb|
|ePub File Size:||5.48 Mb|
|Price:||Free* [*Free Regsitration Required]|
Shigeo Shingo is a name highly respected amongst engineers and the scores of people currently associated with quality control across industries. He is said to have attained Kaizen, the Japanese word associated with improvement.
To be more precise, the concept in business it refers to the perfect synergy between all the activities of an organization. This may be from the level of the CEO himself down to the assembly line workers on the floors of thousands of factories across the world.
Early Life, Work, and Contributions Dr. Shingo earned a degree in mechanical engineering at the Yamanashi Technical College in and soon after, gained employment at the Taipei Railway Factory. Whilst there, he became interested in quality improvement initiatives and scientific management across the company. By , he was working at the Japan Management Association Technical Conference where he began looking into productivity problems associated with the plant.
He began his research in early on Statistical Quality Control, after which Toyota leveraged his project and work. After achieving excellent results with his theories, they hired him as a consultant.
By Dr. Shingo was already leading the industrial engineering and factory improvement training team at the Toyota Motor Corporation. In , he led a three-year study on shipbuilding at Mitsubishi Shipbuilding and came up with a system that halved the production time. He is also credited with the completion of the SMED, or single-minute-exchange of die method which is a type of Lean manufacturing method. He achieved zero quality defects by leveraging the improved version of SMED.
His principles still form the backbone of what quality control is all about to this day. Shingo in collaboration with Mr. Taichii Ohno from the Toyota days.
To summarize the concept, this is a planned way to eliminate all waste along with continuous improvement in productivity. It encompasses a perfect synergy of all activities related to manufacturing a particular product. A few primary elements of JIT would be: To have only the required amount of inventory at a given time Improve quality to have zero defects To reduce lead time by reducing setup times Optimize queue lengths and lot sizes The key thing to remember is to accomplish the above at minimum costs.
If a company were to apply the above tenets, they would be able to cut costs in an optimized and effective manner. Also, the use of statistical methods helps ensure that the product is met with desired results consistently.
The basic tenets which drove the study were: Reduce setup time of dies Smaller batch sizes for parts The above becomes very beneficial to companies looking to cut costs as it allows the manufacturing system to adjust quickly to changes in design with a very little cost to the company. In addition to the cost benefits, this new and improved SMED process also allowed for zero defects, higher machine efficiency, and in turn results in a high production rate.
His brilliance lay in the way he approached the SMED process. His idea was to isolate and identify the time required for setup into two main entities: internal time and external time.
Many companies that have stamping operations have found great success using his methods. He firmly believed that in addition to statistical methods, sound manufacturing processes would go a long way in eliminating defects altogether.
Conclusion Dr. Shigeo Shingo was perhaps one of the greatest contributors to the study of total quality management and modern manufacturing methods. Related Posts:.
He had joined Toyota Automatic Loom Works between the wars. This was the first business of the Toyoda family until it was sold to a British company, Platt Brothers, and the family decided to invest the money that it had gained from the sale in manufacturing motor cars. Hence he set out to eradicate inefficiency and eliminate waste in the part of the production process that he was responsible for. This became the core of the so-called Toyota Production System TPS that he and others subsequently developed between the mids and the mids.
A Kaizen Event with Shigeo Shingo at Hill-Rom Industries
A second excerpt looks at engaging middle management in a culture of change at Bosch. The company had invited Shigeo Shingo, a consultant to Toyota and author of 10 books on industrial engineering, Kaizen, and the Toyota Production System, to teach the single minute exchange-of-dies SMED system. After Shingo met with the management team, Wroblewski, a setup operator and a tool-room technician, was selected to work with Shingo for one week to understand how the SMED system worked. Wroblewski did not know who Shingo was at the time. Shingo explained through an interpreter that we should be able to exchange our dies in 10 minutes or less. Working in the Fabrication Department, Wroblewski knew that the setups and die changes took between one and four hours on the presses that ranged from 75 to tons.