SHIGEO SHINGO
BACKGROUND
Born in Saga City, Japan, Shigeo Shingo was a Japanese Engineer distinguished among others as one of the world’s leading experts on manufacturing practices and the Toyota Production System. In 1981, Norman Bodek, the founder of Productivity Inc in the US went to Japan to see the Toyota Production System, he came across books authored by Shingo, who was then an external consultant for the company. Aside from being consultant, Shingo also taught courses related to Industrial Engineering.
Bodek brought back to the US as many copies of Shingo’s poorly-translated-to-English Study of the Toyota Production System. In the US, he made arrangements for the book to be translated in English. Bodek, too, asked Shingo to lecture in the United States. He later developed the “first Western lean manufacturing consultancy practices with Shingo’s support”.
Shingo, as earlier mentioned, is one of the world’s leading persons in the improvement of manufacturing processes. He documented the Toyota Production System and coined the words “poke-yoke” meaning mistake-proofing, and also ‘single-minute exchange of dies (smed). In 1988, Shingo’s lifetime accomplishments were recognized by the Jon M. Hunstman School of Business at the Utah State University. For this, the school created the Shingo Prize given to “world-class, lean organizations and operational excellence.”
“Dr. Shingo is the author of numerous books including A Study of the Toyota Production System; Revolution in Manufacturing: The SMED System; Zero Quality Control: Source Inspection and the Poka-yoke System; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement; Non-Stock Production: The Shingo System for Continuous Improvement; and The Shingo Production Management System: Improving Process Functions. He was a genius at understanding exactly why products are manufactured the way they are, and then transforming that understanding into a workable system for low-cost, high-quality production.”
“His greatness was in his ability to understand exactly why products are manufactured the way they are, and then transform that understanding into a workable system for low-cost, high-quality production. Mr. Shingo died peacefully November 14, 1990 at the age of 81.”
BOOK/S
1. A Study of the Toyota Production System: From an Industrial Engineering Viewpoint (Produce What Is Needed, When It's Needed)
Here is Dr. Shingo's classic industrial engineering rationale for the priority of process-based over operational improvements in manufacturing. He explains the basic mechanisms of the Toyota production system, examines production as a functional network of processes and operations, and then discusses the mechanism necessary to make JIT possible in any manufacturing plant.
- Provides original source material on Just-ln-Time
- Demonstrates new ways to think about profit, inventory, waste, and productivity
- Explains the principles of leveling, standard work procedures, multi-machine handling, supplier relations, and much more
If you are a serious student of manufacturing, you will benefit greatly from reading this primary resource on the powerful fundamentals of JIT.
2. Quick Changeover for Operators Learning Package: A Revolution in Manufacturing: The SMED System
Written by the industrial engineer who developed SMED (single-minute exchange of die) for Toyota, A Revolution in Manufacturing provides a full overview of this powerful just in time production tool. It offers the most complete and detailed instructions available anywhere for transforming a manufacturing environment in ways that will speed up production and make small lot inventories feasible. The author delves into both the theory and practice of the SMED system, explaining fundamentals as well as techniques for applying SMED. The critically acclaimed text is supported with hundreds of illustrations and photographs, as well as twelve chapter-length case studies.
3. Mistake-Proofing for Operators Learning Package: Zero Quality Control: Source Inspection and the Poka-Yoke System
A combination of source inspection and mistake-proofing devices is the only method to get you to zero defects. Shigeo Shingo shows you how this proven system for reducing errors turns out the highest quality products in the shortest period of time. Shingo provides 112 specific examples of poka-yoke development devices on the shop floor, most of them costing less than $100 to implement. He also discusses inspection systems, quality control circles, and the function of management with regard to inspection.
4. Kaizen and the Art of Creative Thinking - The Scientific Thinking Mechanism
Dr. Shingo reveals how he taught Toyota and other Japanese companies the art of identifying and solving problems.
Many companies in the West are trying to emulate Lean but few can do it. Why not? Possibly, because we in the West do not recognize, develop and support the creative potential of every worker in solving problems. Toyota makes all employees problem solvers. Dr. Shingo gives you the tools to do it.
CONTRIBUTIONS
1. Poka Yoke
“Poka yoke” is about stopping processes as soon as a defect occurs, identifying the defect source and preventing it from happening again. Statistical quality inspection will ultimately no longer be required, as there will be no defects to detect – “zero defects”.
Poka yoke relies on source inspection, detecting defects before they affect the production line and working to eliminate the defect cause.
2. Mistake Proofing
Mistake proofing is also a component of poka yoke. Shingo introduced simple devices that make it impossible to fit a part incorrectly or make it obvious when a part is missing. This means that errors are prevented at source, supporting a zero defects process.
3. SMED (single minute exchange of die)
Shigeo Shingo developed SMED (single minute exchange of die) techniques for quick changeovers between products. By simplifying materials, machinery, processes and skills, changeover times could be reduced from hours to minutes.
Quick changeovers meant products could be produced in small batches or even single units, with minimal disruption. This enabled Just In Time production, as pioneered by the Toyota company.
Quick changeovers meant products could be produced in small batches or even single units, with minimal disruption. This enabled Just In Time production, as pioneered by the Toyota company.
4. Just in Time Production
Just In Time production is about supplying the customer with what they want, exactly when they want it. Traditional manufacturing tended to large batch production as this gave economies of scale, however required large inventories of raw materials and finished goods. Orders are “pushed” through the system.
The aim of Just In Time is to minimise inventories by only producing what is required, when it is required. Orders are “pulled” through the system, triggered by a customer order. This reduces costs and waste throughout the production process.
REFERENCES
http://www.curiouscat.com/guides/shigeoshingobio.cfm
http://www.process-improvement-japan.com/shigeo-shingo.html
http://www.amazon.com/exec/obidos/ISBN=0915299178/worldwidedemingw
http://www.amazon.com/Kaizen-Art-Creative-Thinking-Scientific/dp/1897363591/ref=pd_cp_b_2=
http://www.mftrou.com/shigeo-shingo.html
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