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[Consulting Case] Support for Production Innovation Project at a Major Automotive Parts Manufacturer

Not only cost reduction but also focusing on inventory, achieving results through production innovation! Introducing consulting case studies.

The production management and IT departments at the headquarters are attempting to implement external ERP and strategic methods from the top down, while on-site there is a sense of discomfort, and the necessity for a common understanding of company-wide production innovation has been increasing. In response, we conducted a seminar on supply chain management, which is a methodology for improving profit structure, for the internal project members. In the project meetings, not only the factory side but also the production management department, logistics, sales, accounting, and IT departments from the headquarters participated, identifying current issues and proposing a problem structure from a holistic perspective. It became clear that reducing inventory through small-lot production generates profits for the factory, leading to a review of KPIs and a shift to smaller lot size production. **Case Study** ■ Solutions - Conduct a seminar on supply chain management - Involve not just the factory side but also the production management department, logistics, sales, accounting, and IT departments from the headquarters to identify current issues and propose a problem structure from a holistic perspective - Review KPIs and shift to smaller lot size production ■ Effects - Not only cost reduction but also improved performance through production focused on inventory *For more details, please refer to the PDF document or feel free to contact us.*

  • Management consultant/Small business consultant
  • Audit/Accounting

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[Consulting Case] Support for Profit Structure Improvement for Electronic Components Manufacturer

Improving from a red font constitution to a high-profit constitution! Introducing consulting case studies.

The electronic components manufacturer, which has an extremely wide range of items such as semiconductors and PCBs, has over 100 processes, with complexities including returns to upstream processes and repetitions. Due to the inability of traditional cost management and inventory management theories to secure profits effectively, there were inquiries about how to resolve these issues by reading our publications. The first step taken was to wear work clothes and observe the flow of materials, equipment, and personnel according to the work instructions over the course of a week. The root cause was found in the management system that aimed to increase output and reduce costs for each process. The solution was to shift the KPI (Key Performance Indicator) from cost to time (inventory holding). [Case Study] ■ Solution - Shifted KPI (Key Performance Indicator) from cost to time (inventory holding) ■ Effect - Customer satisfaction shifted from low prices to prompt delivery, improving from a deficit structure to a high-profit structure. *For more details, please refer to the PDF document or feel free to contact us.

  • Management consultant/Small business consultant
  • Audit/Accounting

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Introduction of Consulting Case Studies

Analyze the whole with a focus on inventory! It will become clear what kind of system improves profitability.

We would like to introduce some examples of projects we have undertaken so far. We have supported production innovation projects for major automotive parts manufacturers, market expansion strategy support for beverage manufacturers' supply and demand management, and profit structure improvement support for electronic component manufacturers. By focusing on inventory, we analyze the overall situation to clarify the problem structure, which helps identify what systems can improve profit structure. 【Examples】 ■ Support for production innovation projects (major automotive parts manufacturer) ■ Support for market expansion strategies (supply and demand management for beverage manufacturers) ■ Support for profit structure improvement (electronic component manufacturers) ■ Before ERP implementation (fragrance and polymer chemical plants) *For more details, please refer to the PDF materials or feel free to contact us.

  • Management consultant/Small business consultant
  • Audit/Accounting

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