Jan 27 2012
Large scale problem-solving: earthquake recovery in Japan’s car industry
Via Scoop.it – lean manufacturing
In the midst of its gravest crisis, the industry turned to the same principles that had turned it into an international powerhouse, one that has been widely examined as a case study of how to build a global champion. In the days and weeks after the quake, Japanese companies put into play the well-honed doctrines of problem-solving, continuous improvement, root cause analysis and teamwork – extending even to co-operation between rivals that battle each other mercilessly in the marketplace.
Via www.ctv.ca
February 8, 2012 @ 12:53 pm
Very interesting article. Especially the explanation of the countermeasures. This takes PFEP (Plan for Every Part) information to a much deeper level. Knowing 3rd and 4th tier suppliers information so that quicker response can happen in assisting the 1st and 2nd tier suppliers who many times do not have resources or clout to support their smaller suppliers. The concept of having the ability to transfer tooling and dies to other factories is not new but looks like it will be taken to a higher level. The increasing of some inventories again points back to the importance of the PFEP process which weighs out the risks of the reliability each parts process. To find exactly which approach to take to reduce this risk – increasing inventory is only one way and probably the least efficient way.
On another note I do not agree with Liker that US companies could not have responded this quickly. Having worked as an engineer and manager at Honda of America, the American “firefighting” culture was always sighted to us as our big strength by our Japanese mentors. Our quick and intensive response to “disasters” always impressed them. We had the culture and the willingness that Liker sights in his “formula”. Our weak point was the technical know how of problem solving at that time. We were learning that through these type experiences – gemba style.
Our weak point as a western culture was and probably still is the opposite of this disaster recovery scenario. Ours is the sustaining of slow steady continuous growth. Without the drama and chaos. The day to day inching forward and not losing what we have gained. We tend to like kaikaku instead of kaizen. We have always been a culture of home runs not base hits. Hopefully someone will write a book on this whole event in Japan with even more details of the recovery. It would be a fascinating read.