26th International Conference of the TOC Practitioners Alliance - TOCPA www.tocpractice.com
19-20 May 2016, Fukuoka, Japan
TOCと共に成⻑を続ける当社の歩み Our Continuous Growth with TOC
池田 靖之 Yasuyuki Ikeda, Asahi Glassplant Inc. (AG!), Japan 19th May, 2016
池田 靖之 Yasuyuki Ikeda 2008年 株式会社旭製作所 代表取締役社⻑に就任。 国内6社、海外4社に渡るグループ会社の会⻑、社⻑も務める。 2010年、旭製作所 製造部及び旭セミコンにSDBRを採⽤し、翌年にはエンジ ニアリング部にCCPMを導入。 納期遵守率の向上やリードタイムの短縮に成功し、2011年にはアメリカで⾏わ れたPROJECT FLOW2011にて発表を⾏った。 2014年7月にスイスで最も歴史あるガラス加工メーカーを買収し、2015年1月 よりMr. Oded Cohen, Ms. Jelena Fedurko のサポートの元、TOCを⽤いた 業務改善を実施中。 Yasuyuki Ikeda is the CEO of Asahi Glassplant Inc., and is also the chairman and the president of group companies in Japan and overseas. He decided to implement SDBR into Production department of Asahi Glassplant Inc. and Asahi Semicon Inc. in 2010, and moved to CCPM implementation into Engineering department in 2011. These implementations brought great results of significant improvement of on-time delivery and lead time reduction, and were presented at PROJECT FLOW2011 in USA.
[email protected]
He acquired a historic glass plant in Switzerland in July 2014 and has been working on TOC implementation with the help of Mr. Oded Cohen and Ms. Jelena Fedurko since January 2015. www.tocpractice.com
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Agenda
Company Overview Background Implementation Results Business Strategy with Operational Excellence
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Company Overview ◇ Company Name：Asahi Glassplant Inc. ◇ Head Office : 1978 Takahama, Arao-City, Kumamoto-Pref. 864-0025 JAPAN ◇ Established：April,1950 in Omuta City ◇ Business outline：Manufacturing and Selling Scientific Glassware, and Glass Processing 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 Office
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Organization
Financial Control
Sales
Glass production
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Production Design
Quality Assurance
Strategic Planning
Product Development
Assembly
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Our Products ◇Laboratory glassware
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Our Products Expensive Platinum label
Price
Gold label
Blue label
Service range
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Blue label
Unit items (Standard items)
Gold label
Custom made items
Platinum label
Engineering solutions
Wide
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Our Products Blue label series
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Our Products Gold label
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Platinum label
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Our Products and Services provide values for various areas
反応装置（ラボ） 反応装置（ラボ）
反応装置（ 反応装置（プラント 装置（プラント） プラント）
ケミカルエンジニアリング ソリューションズ
超低温反応装置
Laboratory
Industry
Standard
Custom made
Borosilicate glass 3.3 processing
AG! Safety www.tocpractice.com
Quartz glass processing ✔ BS EN 1595:1997 ✔ ISO 3585: 1998 ✔ ISO 3586: 1976
✔ ISO 4704:1977 ✔ ISO 14001:2004 ✔ ISO 9001:2008
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Modes of Supply
SDBR
Design
Production Div.
MTO : Make to Order MTS : Make to Stock
MTS
Shipping
MTO
Shipping
MTO
Assembly
(Parts Manf)
Engineering Div.
Shipping
Erection & Commissioning
ETO : Engineering to Order
CCPM
Procurement
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Agenda
Company Overview Background Implementation Results Business Strategy with Operational Excellence
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Problems in Glass Production □
We have very limited ability to accept customer’s request for short delivery.
□
Stocks are not always available when needed.
□
We often struggle to work on big batch orders.
□
Too much overtime.
We’re just too busy meeting our commitment of on-time delivery while we are compromising our Responsiveness (Speed and Flexibility). We can’t expect getting more orders.. www.tocpractice.com
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Problems in Engineering □
A lack of capacity leads to losing orders.
□
Poor completion rate of New Product Development (NPD) projects.
□
Engineer’s overtime is excessive.
We’re just too busy working on immediate tasks while we are compromising both current and future sales. We can’t expect getting more orders.. www.tocpractice.com
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Our Fundamental Thought We can’t reach our goal if we continue our current operation..
Is there any good way?
We met “The goal” We want to manage based on good logical reasons We need to establish a new management system in which all the individuals are harmonized with the whole company. www.tocpractice.com
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TOC Implementation Timeline
Financial Control
Quality Assurance
Production
Sales Glass production
Design
Asahi Semicon Inc. / Quartz glass production
Assembly
2010年 4月 Apr
5月 May
6月 Jun
7月 Jul
8月 Aug
2011年 9月 Sep
Implementing SDBR into Glass Production
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Strategic Planning
Product Development
10月 Oct
11月 Nov
12月 Dec
1月 Jan
2月 Feb
3月 Mar
4月 Apr
Implementing SDBR into Quartz glass production (Group company)
26th International Conference of the TOC Practitioners Alliance - TOCPA
5月 May
6月 Jun
Implementing CCPM into Engineering
16
7月 Jul
Agenda
Company Overview Background Implementation Results Business Strategy with Operational Excellence
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Implementing SDBR into Glass Production Div.
Financial Control
Sales
Production
Glass production
Design
Quality Assurance
Product Development
Strategic Planning
Assembly
Release date
PB size
Buffer status
Color Priority System through Buffer management
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Implementing SDBR into Glass Production Div. Production Lead time Financial Control
Sales
Production
Glass production
Design
Quality Assurance
Product Development
45%
Reduction
Strategic Planning
Before
5.6 d
Assembly
4.1 d
After
3.1 d
Now
days
Production Lead Time
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Implementing CCPM into Engineering Div.
Financial Control
Sales
Production
Glass production
Design
Quality Assurance
Product Development
Strategic Planning
Assembly
Set Full-kit point in front of assembly and start assembling only after all parts prepared
Daily task update meeting by using Concerto software
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Implementing CCPM into Engineering Div. Completed Projects (Throughput) Financial Control
Sales
Quality Assurance
Production
Glass production
Product Development
40% Increase
Strategic Planning
Before Design
Assembly
13 件
FY2012
18.3 件
After Now
# of completed projects per month
Cumulative # of Completed Projects FY2011
16.3 件
FY2013
FY2014
FY2015
Problem with Sustainability. Multitasking happened again. We asked Juntos to help re-building CCPM.
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Implementing CCPM into Engineering Div. Project Cycle Time Financial Control
Sales
Quality Assurance
Production
Glass production
Design
Assembly
Product Development
50%
Reduction
Strategic Planning
Before
50d 30d
After
25d
Now
Project Cycle Time
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days
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Agenda
Company Overview Background Implementation Results Business Strategy with Operational Excellence
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More and More Sales with Same Resources ☑ 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 Edge Developed by TOC □ SDBR enhanced our ability to accept customer’s 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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Requirements for 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 managers 3. Confidence in TOC and your colleagues, and never give up!! www.tocpractice.com
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