Process Improvement Japan

In This Issue:

1) Highlights from our latest training program at Toyota Group Companies in Japan

2) Process Improvement Japan endorses Mitra Manajemen Manukaktur Indonesia

3) The role of leadership in effective lean implementation

TPS Lean Manufacturing Training Program March 2012

Process Improvement Japan had the pleasure of hosting professors from Poland`s Rzeszaw University of Technology for a week long training program packed with exclusive plant tours and meetings with TPS and Lean experts in the field from a wide range of Toyota Group companies in Aichi, Japan. "We were shown the importance of, and how to deploy, company policy” said the professors. Participants were given the opportunity to speak freely with Toyota Group staff and experts throughout the week during the plant tours and discussion sessions.

Process Improvement Japan is proud to offer tailor made training and plant tours with exclusive access to Toyota Group holdings. "We ensure that the needs of participants are attended to at the highest possible standard," says Kozo Sakano, Co-Director of Process Improvement Japan.

For more information on Process Improvement Japan`s training programs, click here.

Process Improvement Japan endorses Mitra Manajemen Manufaktur Indonesia

Process Improvement Japan is proud to announce our affiliation with Mitra Manajemen Manufaktur Indonesia, a top notch training and consulting firm based in Jakarta, Indonesia. Process Improvement Japan recognizes the quality of Mitra Manajemen Manufaktur Indonesia`s services. We add our seal of approval to their 5S Training Programs and certify their courses.

For more details, click here.

Leadership Styles & Business Process Improvement

Koji Suzuki says...

What I have often observed is that the past organization and the past methodology develop a tendency to be ineffective when the organization faces a crisis and/or when a new person is assigned as a replacement for someone in a position of responsibility.

Some of these failures may be the result of not establishing systems or standardization for each job`s requirements. If this is important, why can an organization be temporarily successful without it?

One of the reasons is that many things cannot be achieved by the usual way of thinking, so that our experiences, good and bad and the lessons learned from them must be incorporated into standards or systems that allow us to capture and kaizen the past activities.

Read the full article, click here.

Each week we bring you updates on what`s happening at Toyota and in the Japanese manufacturing industry.



Comments? Ideas? Feedback? We`d love to hear from you. Just reply to this newsletter. We look forward to hearing from you.

See you next month!

Angela and Sakano,
www.process-improvement-japan.com