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| ISO14001:2004 Environmental Aspect Impact Study Format |
| Integrated Environmental Aspect Impact and Occupational Safety and Health Study Format |
| Copyright © 2007 Sheffield Consultancy Groups Sdn Bhd. All rights reserved |
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| ISO/TS Maintenance Briefing with TUV Rheinland |
| OHSAS 18001:2007 |
| ISO/TS 16949:2002 |
| ISO14001:2004 |
| Others |
| NEW OHSAS 18001:2007 Briefing with Bureau Veritas |
| Toyota Production System (TPS) / Lean Manufacturing |
| Toyota Production System |
| There are TWO way to increase efficiency; 1) Increase the production quantity, or 2) Reduce the number of workers Most people will choose increasing productivity as reducing workers is more difficult and involves reorganizing the workforce. However, it is no practical not to reduce workers when demand has dropped. Taiichi Ohno |
| NEW!! |
| ISO28000:2007 |
| NEW ISO28000:2007 Briefing with Lloyd's Register for Malaysia Productivity Corporation (MPC) |
| NEW!! |
| Toyota Production System is a company wide manufacturing technology directly tied to management. Toyota Production System is not an Industrial Engineering (IE), it is mokeru or profit making IE or called MIE. Unless IE results in cost reductions and profit, otherwise it is meaningless. Taiichi Ohno |
| ..Sometimes, I would spend all day on watching my grandmother on weaving, then I come to understand how it works. The more I watched, the interested I became. Sakichi Toyoda |
| We can talk about work improvement, but unless we know production thoroughly otherwise we can accomplish nothing. Stand on production floor for the all day and watch, then you will eventually discover what has to be done. Sakichi Toyoda |
| ...can we produce economical cars domestically? Low price is fine but if they mean poor materials, poor quality, and eventually unusable products, nothing is achieved!! Sakichi Toyoda |
| Another ISO28000 Briefing with MPC on 27 May 2008 |
| ISO28000:2007 |
| The inspection that provides the most immediate feedback is self-inspection. Self Inspection can be enhanced by using devices that automatically detect defects or inadvertent mistakes. Such System enable immediate feedback and achieve 100 percent inspection and prevent defects. Shingo Shigeo |
| The period from order to delivery is symbolized D and from fist process to last process is symbolized P. Their relationship is most critical when D is less than P (D<P). This is typically accomplished by carrying semi processed stock to reduce the production time and as a result, it results in increased storage between processes. Shingo Shigeo |
| There are many managers and supervisors think that lot production is advantageous and cannot adapted to one-piece flow operation. This kind of thinking is not correct.. Shingo Shigeo |
| Toyota Motor started with small lot of production of variety of products in order to catch up with U.S. We need an effective methods for multi-type, small lot production and we decided on SMED, created by Mr. Shingo Shigeo. Taiichi Ohno |
| To make Single Minute Exchange Die (SMED) successful and reality in the workplace, simple demonstrate its basic methods to workers and let them start a SMED revolution. Shingo Shigeo |
| Although operations may vary widely, they can be classified as; 1) Setup operations, 2) Principal operations, 3) Margin allowances and 4) Personal allowances. Shingo Shigeo |
| In Japan, the separation of worker from machine began in the mid 1920s. At that time, parts were typically mounted, worker will turn on machines and cut the parts manually. When mechanization increased, cutting tools were applied automatically. Shingo Shigeo |
| At Toyota Motors, worker and machine was separated as much as possible since late 40s. This is to promote production efficiency and effectiveness and meaningful use of human resources. Shingo Shigeo |
| Machine to be fully automated, it must be able to detect and correct its own operating problems. Shingo Shigeo |
| There are three strategies to approach non stock production; 1) Reduce production cycle, 2) Eliminate breakdown and defect detecting and responding to their causes, 3) Reduce setup time by applying SMED so that rapid response to demand fluctuation. Shingo Shigeo |
| At Toyota, workers are allowed to stop the production when problem occur, andon light up informing everyone in the area of the type of problem and where it has occurred. Shingo Shigeo |
| At Toyota, there is only one reason to stop the line - to ensure the line won't have to stop again. Shingo Shigeo |
| The ability to eliminate waste in production is developed by giving up the believe of " NO OTHER WAY" to perform a task. It is USELESS to say "It has to be done this way" or " This can't be helped". Shingo Shigeo |
| At Toyota, we always look for waste that people take for granted or don't considered a problem. Shingo Shigeo |
| When we discovered waste, we don't say " This can't be help", instead we say " This doesn't add value, we will change it - but tolerate it until we can find way to eliminate it completely. Shingo Shigeo |
| The production and management system developed in Toyota was a result of TRIAL AN ERROR efforts. Shingo Shigeo |
| In order to response to the seasonal fluctuation in demand, Toyota sets basic production capacity at minimum demand level and handles thru' overtime and use of excess machine capacity and temporary workers. Shingo Shigeo |
| NEW OHSAS 18001:2007 Briefing with Bureau Veritas |
| Autoair Berhad Core Tools Training |
| Unilever HACCP IQA Training |
| Unilever HACCP IQA Training |
| Autoair Berhad Core Tools Training |
| Alps ISO/TS 16949 Internal Audit Training |
| Alps ISO/TS 16949 Internal Audit Training |
| Nakagawa Rubber Product Audit Training |
| Nakagawa Rubber Product Audit Training |
| NEW!! |
| There are three basic features that distinguish Toyota Production System from Ford; Small lot sizes, mixed-model production and continuous one piece flow operation from processing to final assembly. Shingo Shigeo |
| In a high growth period, it is easy to create a seller's market, but during a low growth period, buyers determine the market. Enterprises must be flexible and ready to meet new and different demands. Shingo Shigeo |
| NEW!! |
| NEW!! |
| SMED started in 1970s. |
| ISO9001:2008 |
| NEW!! |
| Sourced from Shingo's A Study of Toyota Production System, Productivity Press, publised by Norman Bodek, |
| Sourced from Shingo's A Study of Toyota Production System, Productivity Press, publised by Norman Bodek |
| Sourced from Taiichi Ohno's Toyota Production System, Productivity Press, published by Norman Bodek |
| Sheffield Consulting Groups as invited Speaker to MPC's ISO28000 Seminar on 27 May 2008 |
| July, Aug, Sep & Oct 2008 Training Program HIGHLIGHT |
| 1. Lean Manufacturing - 29-30 July 08 2 5S Training - 13 August 08 3. Kanban & Cell Manufacturing Training - 27-28 August 08 4. SMED Training - 16-17 Sept 08 5. TPM Training - 8-9 Oct 08 Others, please click Training Schedule |
| NEW!! |
| A great appreciation to Y. Bhg Dato' Haji Zakaria Bin Haji Bahari, Secretary General of Ministry of Transport, as guest of honour for the Seminar Opening |
| A great appreciation to the Speaker, ACP Tuan Abd.Manaf bin Abd Razak from Royal Police Malaysia. |
| A great appreciation to the Speaker, Captain Sukhbir Singh from Marine Dept. Malaysia |
| A great appreciation to the Speaker, Y. Bhg Dato’Hj Ismail Hj Ibrahim, Director of Customs Division, Royal Malaysian Customs |
| A great appreciation to the Speaker, Mr. Peter Boyce from Lloyd's Register |
| ISO14001:2004 |
| It is important to remember that kanban system does is make the transmittal of information easy and prompt but it is meaningless without improvement through the adoption of SMED System and one piece flows. Shingo Shigeo |
| The job of the manager is to get thing done through other people. The Manager is usually not able to do the job alone. Management defines the system. Workers work within the system. Only management can change the system but must be changed continually for improvement. Shingo Shigeo |
| Sourced from Shingo's Zero Quality Control, Productivity Press, published by Norman Bodek |
| " A lot of people in the world are content to understand mere know how, even though effective improvements are impossible without a firm grasp of know-why. Indeed, you cannot achieve significant improvements by superficial imitation alone. You must understand the underlying concepts and persist in carrying out fundamental improvements. Akira Shibata, MD of Daiho Industries, Inc |
| Sourced from Shingo's Non Stock Production: The Shingo System for Continuous Improvement, published by Norman Bodek |
| IN 1990, Industry Week called him.. Mr. Productivity In 2001, Quality Progress Magazine called him.. Mr. Lean... Who is Norman Bodek.. |
| You do not need to be an automotive makers..you can be a fishcake maker.. You do not need to wait till your company is turning into loses... in order to start Toyota Production System |
| We are willing to share... how about u?? |
| Latest Update!! |
| Toyota US sales rise 3.4% in April 08 www.forbes.com |
| ISO28000 Seminar with Lloyd's Registered on 25 March 2008 |
| NEW!! |
| Power Steel 8D Problem Solving Workshop |
| AAC Occupational Health and Safety Workshop |
| NEW!! |