Shingo was born in the city of Saga Japan in 1909. He graduated in Industrial Engineering from Yamanashi Technical University in 1930 and began working in a railway factory in Taipei where he introduced scientific management.
Subsequently, he was a business administration consultant with the Japan Management Association. Before 1954 Shingo had already analyzed more than 300 companies where his work in the Toyota company stands out.
In the period from 1956 to 58 he worked at Mitsubishi Heavy Industries in Nagasaki where he was responsible for the heavy and naval engineering of the company.
Among the companies he advised are: Daihatsu, Yamaha, Mazda, Fuji, Sony and Peugeot in France.
Although Shingo is perhaps one of the least known philosophers of quality, his impact on the Japanese industry, even the American one, has been very great. Together with Taiichi Ohno, he developed a set of innovations called “the Toyota Production System”.
At one company, Shingo was responsible for cutting helmet assembly time from four months to two months.
His contributions are characterized by the fact that he gave a huge turn to the administration, making several changes in it, since his techniques were the opposite of the traditional ones. Those who study his methods in a superficial way, think that his theories are not very correct, but the best proof that they are, is the name "TOYOTA" that stands behind one of the largest automotive companies in charge of Shingo.
SHINGO CONTRIBUTIONS
Toyota's production system and just-in-time
These systems have a philosophy of “zero inventory in process”. This is not only a system, but it is a set of systems that allow us to reach a certain level of production that allows us to meet the "just in time."
There are several advantages that the “zero inventory” system provides us:
Production defects are reduced to 0% because the moment one occurs, production stops, until its causes are eliminated.
By doing this zero defect reduction, you also reduce waste and other consumable materials are also zeroed.
The factory space is also benefiting, as there is no need to store defective products or diverted materials.
This system is reliable in terms of just-in-time delivery, as it forces itself to work without errors.
The pull system versus the push system
This concept tells us that a piece will be produced only if the next line needs it, for that we have some cards that indicate when it is needed and how much.
The just-in-time system is very difficult and constitutes a challenge that can only be applicable in companies that have solved all their problems and can handle the unforeseen events that arise.
POKA YOKE
Also known as error proof or zero defects.
It consists in that the moment a defect is detected in the process, it stops and all causes and possible future causes are investigated, statistics are not used since it is 100% inspection, where piece by piece it is verified that it is not have no defects.
There are two very important characteristics for the Toyota process, which are order and cleanliness, because it is more difficult to work well, when the workplace is messy and dirty, so we must see what is necessary and what is not, to put a place for everything, and always keep orderly, and make this a habit so that it is always clean and tidy.
There are several levels of Poka Yoke prevention, these can be put into practice at different levels.
Zero level. This is a level where workers never know when they have contributed to the success of the company, but in general they are always informed when their work is wrong, they receive almost no information, and only standards are established that they must follow.
Level 1. Here, on the contrary, workers are informed each time that their work helps to achieve control activities, so that each one sees that their performance is necessary.
Level 2. At this level, the worker is informed of the standards and methods so that each one can identify them when they occur, as well as a list of defects that could arise.
Level 3. We make standards within their own work environment, with their own tools and materials, it is explained to them what is the best way to do things, in an easy to understand way.
Level 4. Installing alarms is a very good idea, to speed up the time it takes a worker to realize that something is out of control, as well as to turn on a light when the supplies are not enough or when someone needs help.
Level 5. A visual control system helps us to eliminate any type of anomaly that may arise, and thus the causes are discovered and a way is sought to prevent their recurrence.
Level 6. This level is error-proof, the products are 100% verified and the anomaly is guaranteed not to be repeated.
