The Grand Tour of Japanese Automotive – Honda Kumamoto

Honda is the largest motorcycle manufacturer in the world with around 17 million motorcycles sold in 2017 (compared to number 2 Yamaha with around 5.2 million, 2015 figures).  In January 2018 I had a chance to visit their Honda Kumamoto plant. This plant gave me a much better and very different impression than the Honda Sayama automotive plant.

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The Grand Tour of Japanese Automotive – Honda Sayama

Honda is the seventh-largest car maker in the world (in 2016). It is the largest maker of motor bikes and internal combustion engines overall. During my Grand Tour of Japanese Automotive, I was able to visit two of their plants: Sayama, where they produce cars, and Kumamoto, where they produce motor bikes and generators. These two plants are very different from each other. Let me give you what I found.

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The Grand Tour of Japanese Automotive – Nissan

Nissan by itself would be the sixth-largest car maker (5.5 million vehicles in 2016), although it is now a part of the Renault-Nissan-Mitsubishi alliance, which was the largest car maker in 2017. It is also the world’s largest producer of electric vehicles.

As part of my grand tour of Japanese automotive plants, I visited their Yokohama and Iwaki plants, which both make engines. In my view, the manufacturing performance of Nissan is comparable to that of Toyota, making it also one of the most efficient car makers worldwide. Let me show you what I found.

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The Grand Tour of Japanese Automotive – Overview and Toyota

Grand Tour of Japanese Automotive MapDuring Winter 2017–2018, I spent five months in Japan. As part of this visit, I was able to visit factories of all seven Japanese car makers as part of my Grand Tour of Japanese Automotive Plants.

This was extremely insightful, and I learned a lot about the differences between the Japanese car makers.  Let me give you an overview and some details on Toyota plants before firing off a series of blog posts on the different Japanese automotive companies.

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Continued Evolution of the Toyota Assembly Line

Toyota LogoToyota is one of the the most visionary car makers with respect to its manufacturing. They continuously and radically evolve and update their production system. Recently I learned about their new “flexible assembly line.” Now, you’ve probably heard about Toyota’s flexible assembly lines producing multiple products on the same line. That is old hat; they’ve done that for thirty years. Their new flexible assembly line involves a completely different aspect of flexibility, with which Toyota surprised me (again). Let me show you …

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Toyota’s and Denso’s Relentless Quest for Lot Size One

Relay Race Hand Over
Just when you need it …

A famous step toward perfection in a lean production system is a lot size of one. However, few people realize what enormous effort and rigor Toyota applies to achieve this goal. During my visit to a Toyota plant and the APMS conference in Tokyo in 2015, I saw quite a few stunning examples of this quest. Let me show you …

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Pay Attention to Details – Operator Training at Toyota and Scania

Watchmaker
It’s all in the details…

Often, implementing “lean” means management is picking the latest lean-related buzzword and telling their people to implement it. This is wrong on so many levels. For one, a lean project should always start with a problem, not a solution. On another level, good manufacturing is all about the nitty-gritty details. Both normal operations and improvement projects need a lot of attention to details. Unfortunately, this is frequently lacking in many companies. In this post I would like to show you the level of detail for operator training in some excellent companies.

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Common Mistakes of Top Executives – A look at “Undercover Boss”

Undercover BossI occasionally watch the reality show Undercover Boss, where top executives work undercover in their own companies. Over and over again I see these managers making the same mistake: They have no understanding whatsoever of what is really happening on the front lines. It is a typical case of not going to the shop floor often enough, or in lean speak, no genchi genbutsu (Japanese for “go and see”).  So, <dramatic voice> Why do bosses all make the same mistake? Will they ever learn? Will you enjoy this post? See for yourself in the post below! </dramatic voice>.

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