We want to provide a universal and accessible guide to develop the excellence in manufacturing through the original knowledge of Sensei Koichi Kimura in the Factory Management. Thus, we define an excellent entity under the following basic premises: Continuous Benefits, Business Long Lifespan, Renown and Recognition.
We, also, face the generally admitted knowledge called “LEAN MANUFACTURING / MANAGEMENT”, which is a denomination established by MIT and JP Womack in the book: “The machine that changed the World” and The Lean Enterprise Institute … to refer to the Japanese production systems that now, through the Factory Management Institute, indeed they are deeply explained.
Unfortunately, these systems were not deeply studied by these scholars at MIT, in part because they were economists but not engineers. Thus, so far the Lean Management had no structure defined but theoretically be established to support the Lean Manufacturing.
We define LEAN as: “A strategy for operational excellence and employees happiness and companies continuation based on clearly defined value to engage in people continuously improvement Safety, Moral, Quality, Cost, Productivity and Sales expansion.”
Sensei Koichi Kimura worked in the Production Gemba for 40 years in SUMITOMO in which he developed the factory management systems together with the pioneers of these systems in TOYOTA, HONDA, etc. Once retired he is transmitting and developing this knowledge in more than 11 countries around the world and since 2010 in readings and lectures that he distributed directly among his students worldwide and now throughout the Factory Management Institute website.
Sensei Koichi Kimura is then, the root of the knowledge The Factory Management Institute is spreading just now.
From the Factory Management Institute we intend to unify, standardize and group all that knowledge that the Sensei offers us through its free access readings. We also offer a free and free access learning guide. For the Sensei´s certifications, as the highest level of training, we offer a way of collaboration, also gratuitous, in the figure of the WSFDP. Within the WSFDP the other minor certification routes are now been developed, from Yellow-Belt to Master-Black-Belt.
We train Senseis… and one SENSEI is a person with more than 20 years of experience in the industry, in direct contact with the Production and Office Gemba, with a 360 degree corporate vision, although he/she may have performed his or her functions within a determined area, even handson, in constant training and willing to learn and, also willing to teach.
The basic requirement to qualify as SENSEI is: To be able to develop one script and one plan for the development and implementation of any of the tools shown in the Factory Management Framework.
One Sensei-Candidate has to be trained and accepted as pupil by another Sensei. And The Sensei considers when the Sensei-Candidate is ready for consulting services under fue umbrella of the Factory Management Institute. The Goal of a Sensei’s education is “learning to think by him/herself“
Sensei Koichi Kimura: “I have been working in overseas countries more than 25 years and from a certain time I began to have a doubt and concern which 5S might be misunderstood by the overseas countries. I teach 5S, but as one part of the factory control. But in the overseas countries it might be thought that 5S itself is the factory management. And as the result, only the introduction of 5S is the sufficient base for the implementation of (for instance) TPM, (Total Productive Maintenance and Management). It is wrong and not in good condition for developing company. In the overseas 5S is very well known by the medium and smaller industries rather than Japan. And seemingly it is conveyed wrongly or insufficiently”…
Sensei Koichi Kimura: “As a first description, I developed the total framework of the Management through the techniques, the elements available for management and the “Corporate Constitution” as the basis for all of this.
Also, I will talk about the balance between works of the two cerebral hemispheres. I always recommend the management model that exploits both right and left brains.
Thus, the left brain manages logical thinking, figures, techniques, as well as management elements.
In this description I call both fields of brain thinking as Rightware, for the working mode of the right hemisphere and Leftware, to the way in which the left hemisphere works.
For Factory Management, both ways of thinking are relevant, as well as the elements of the Basic Factory Management Framework that I will describe later”.
Sensei Koichi Kimura: “…in this opportunity I wish to describe the way of introduction and stabilize TPS from the point of view of the Making Stream of Production”….
Sensei Koichi Kimura: “As you know I counted TPM as one of the important tools of Factory Management Framework. Into the frame there is a box named ‘TPM & TPM’. But… Why 2 TPMs?”
“I purposely wrote 2 TPMs in the Factory Management Framework. One of them referring to the Total ‘Preventive’ Maintenance and the other one is related to the Total ‘Productive’ Maintenance. Both are different, but they have the same goal that is to minimize or eliminate ‘Muda’. The aim of both is to reduce or eliminate Muda (Waste, loss) with through the point of view of machinery & equipment usage”.
In this book the methods that underlie Japanese Corporate Management thinking, that is, the CORPORATE MANAGEMENT FRAMEWORK, are finally captured. These methods had not been deeply synthesized in the Western world or even in Japan, until now. This book describes the management and operational system of TOYOTA, SUMITOMO, HONDA, etc.
The Total Preventive Safety or TPS introduced in this book, based on the development script of Sensei Koichi Kimura, sets out a clear and scalable method of participation of all workers in the management of health & safety at work, developed through all people’s participation over Kaizen
5S + 4R: KAIZEN development manual from the creation of the basic structures for full participation in corporate management. From the 5S-1 and 5S-2 readings of the Sensei Koichi Kimura you can make a complete development manual, development maps, agenda and visual management of the entire system.
Make the stream of production: Practical handbook to make the Production stream and the visual control of the advance. Based on the Sensei Koichi Kimura (Making the Stream of Production) lectures.
Kanban: KANBAN Practical manual based on Sensei Koichi Kimura’s latest reading about Making the Stream of Production.
Employee engagement: Practical handbook for the development of the corporate culture that excites and motivates the worker. Checklist and online tool for evaluating the level of commitment of the worker. Based on the first part of Sensei Koichi Kimura’s TPM-10 lecture.
….Are you thinking about improving your skills?
or, are you thinking about getting a Sensei certification?
…or, do you think you would need a Sensei to develop your Factory Management?
… Please, do not hesitate to send us your request.