PEC-KUMATA　生産技術コンサルタント List of Products and Services

【QMS Construction Project】 ●Purpose When the QMS (Quality Management System) is not well established, this project is often implemented with the aim of improving the QMS. To address this, there is a QMS Promotion Project (Manufacturing) driven by production technology, which is comprised of manufacturing professionals. ●Project Promotion Unit The basic unit is the factory. ●Duration, Frequency, Location - Duration: Typically around 3-5 years; the duration may vary depending on the level of QMS construction. - Frequency: Generally once a month. - Location: Factory side. ●Approach - Members, Promotion Leader: Production Technology (Minutes: Production Technology) MUST participate: Quality Assurance, Production Technology, Production WANT to participate: Design, Planning, Production Control, Inspection (Parts Inspection, Product Inspection), etc. - Meeting Method: Primarily in-person meetings (Web meetings held as necessary). - Meeting Themes: Progress confirmation of each department, progress confirmation of homework for reporting various issues, etc. (Issues: Inventory of operations, standardization considerations, consistency considerations, creation of standards, etc.) Support and guidance regarding the above "QMS Construction Project (Manufacturing)" approach and implementation are the subjects of consulting.

• Management consultant/Small business consultant

【Store Closure Activity Project】 ●Purpose Products have a lifespan, and of course, the production lines that handle them will eventually become low-load lines and ultimately face the fate of being discarded. On the other hand, for factories, these low-load lines become a burden due to the need to free up space for new lines. In response to this, there is the "Store Closure Activity Project." Production technology can play a central role in this project, positioning it as the driving leader of the initiative. ●Project Promotion Unit The basic unit is the factory, but it may be implemented at the product group or line group level as needed. ●Duration, Frequency, Location - Duration: Typically around 2 years; the duration may vary depending on the flow years of the target line and the response years for bulk production, etc. - Frequency: Basic is once a month. - Location: The relevant factory. ●Approach - Members, Promotion Leader: Production Technology (Minutes: Production Technology) MUST participate: Production Technology, Production Management, Production, Quality Assurance WANT to participate: Maintenance, Inspection (Parts Inspection, Product Inspection), Planning, etc. - Meeting Method: Real meetings at the factory. - Meeting Themes: Progress confirmation of each department related to store closure activities, bulk production, equipment disposal, and various decision-making issues to be submitted as homework for progress confirmation, etc.

• Management consultant/Small business consultant

【Line Transfer Project】 ●Purpose There is always a reorganization aimed at expanding the company's scale, and as part of this, there is the transfer of manufacturing lines. The activities promoting this transfer are carried out with the aim of leveling up both Q (Quality) and C (Cost) as an opportunity presented by the transfer itself. ●Project Promotion Unit The basic unit is by line, but it may be implemented by product groups or line groups as necessary. ●Duration and Frequency - Duration: Approximately two years before the line transfer to about one year after the line transfer. This assumes there is no new investment; if there is new investment, the duration will be extended accordingly. - Frequency: Basic is once a month. ●Approach - Members, Promotion Leader: Production Technology (Minutes: Production Technology) MUST participate: Production Technology, Production, Quality Assurance, Production Management, Maintenance, Inspection (Parts Inspection, Product Inspection) WANT to participate: Design, Planning, Others - Meeting Method: Real meetings at each location - Meeting Themes: Progress confirmation of each department related to the transfer (using the transfer checklist), progress confirmation of homework to solve issues for leveling up Q (Quality) and C (Cost) as an opportunity presented by the transfer, etc. Support and guidance regarding the nature and approach of the "Line Transfer Project" are the subjects of consulting.

• Management consultant/Small business consultant

【Procurement Project】 ●Purpose As a production technology initiative, this is somewhat of a special undertaking, but it is generally understood that 20-40% of product costs come from purchased goods from suppliers. The "Procurement Project" was initiated to address the need to tackle these costs. The production technology team, as experts in manufacturing, will primarily focus on developing suppliers through factory inspections, especially for companies that have no prior purchasing experience. ●Project Promotion Unit The basic unit is by factory, but it may be implemented by product group or line group as needed. ●Duration, Frequency, Location - Duration: Typically around 3-5 years; the duration may vary depending on the situation. - Frequency: Generally once a month. - Location: At the relevant factory (also applicable at candidate supplier companies). ●Approach - Members, Promotion Leader: Production Technology (Minutes: Production Technology) MUST participate: Production Technology, Procurement (Purchasing), Production Management, Planning, Quality Assurance WANT to participate: Design, Inspection (Parts Inspection, Product Inspection), Production, etc. - Meeting Method: Real meetings at the relevant factory or at the investigation sites of new candidate suppliers (for on-site verification). - Meeting Themes: Progress confirmation of each department involved in procurement project activities, progress confirmation of homework to report various settlement issues (such as account opening), etc.

• Management consultant/Small business consultant

【Factory Space Creation Project】 ●Purpose In the manufacturing industry, factory space is an important asset. In addition to space, the efficiency of logistics is also crucial. The "Factory Space Creation Project" aims to smoothly respond to the constantly changing production numbers, line configurations, and the need for future space allocation in an optimal manner. Production technology is positioned as a central element of this project, taking on the role of the driving leader. ●Project Promotion Unit Company-wide (as it involves optimization of logistics and management of space, it is a company-wide initiative) ●Duration and Frequency - Duration: Ongoing - Frequency: Generally once a month (set according to the size of fluctuations as a company) ●Approach - Members, Driving Leader: Production Technology (Minutes: Production Technology) MUST participate: Production Technology, Planning, Production, Production Management, relevant departments (specifically those involved in relocations, etc.) WANT to participate: Maintenance, Quality Assurance, Inspection (parts inspection, product inspection), and others - Meeting Method: Real meetings at each location (or online as necessary) - Meeting Themes: Progress confirmation of issues related to relocations and other departments, etc. Support and guidance regarding the structure and approach of this "Space Creation Project" will be the subject of consulting.

• Management consultant/Small business consultant

Next-Generation Rationalization Project ● Purpose It is common to introduce next-generation products to significantly improve Q (quality) and C (cost) in order to surpass competitors in relation to mass-produced products that are currently in circulation. To support this, the Production Technology, as manufacturing professionals, participates from the product development stage in a project known as the Next-Generation Rationalization Project. This project is positioned as a task to promote production preparation. ● Project Promotion Unit The basic unit is by product. ● Duration, Frequency, Location - Duration: Typically around 3-5 years; the duration may vary depending on the product development period and investment scale. - Frequency: Generally once a month. - Location: The meeting location changes according to the phase. ● Approach - Members, Promotion Leader: Production Technology (minutes taken by Production Technology) MUST participate: Design, Production Technology WANT to participate: Quality Assurance, Planning, Production Management, Inspection (parts inspection, product inspection), and others. - Meeting Method: Respond according to the phase; primarily in-person meetings (Web meetings as necessary). - Meeting Themes: Progress confirmation of each department, progress checks on homework for reporting various issues, etc. Support and guidance regarding the structure and approach of the "Next-Generation Rationalization Project" will be the subject of consulting.

• Management consultant/Small business consultant

Mass production refers to the ability to continuously produce items of a certain quality over a specified period. Generally, the term mass production is an abbreviation for large-scale production, which is defined in dictionaries as "producing a large quantity of the same standard products to reduce the cost of goods." However, in the context where the term mass production is used, it does not only refer to the quantity being large or small; it also implies that mass production equals market release, meaning it becomes a product used by consumers. In other words, mass production is based on the premise that "the finished product will be used by a third party," which distinguishes it from a "prototype." From this, when confirming the mass production capability of a certain technology or product, it is essential to determine whether it can maintain a certain quality as a product for consumers (ensuring process capability, etc.) and secure a certain supply volume (production capacity, etc.). Therefore, it is necessary to examine whether there are any issues regarding product design, process design (production processes, production equipment), and quality verification (acceptance, shipping, market, etc.) to confirm its mass production capability. The methods for confirming mass production capability and how to proceed with it will be the focus of our production technology consulting services.

• Management consultant/Small business consultant

The production technology prototype examination in the mass production support department is positioned as an important task within the front-loading activities of the production technology department, and the prototype examination demonstrates its effectiveness in the following ways: 1. Prototype information can be used as basic information for mass production equipment specifications and processing conditions. When establishing a new line to flow new products, it is necessary to create mass production equipment specifications and set processing conditions after equipment installation. However, if there is no existing line to reference, this setting can take time. In this case, prototype information becomes very valuable. 2. Failures and defects that occur during prototyping can also happen in mass production. Failures and defects that occur during prototyping can certainly occur in mass production as well. By effectively utilizing such prototype information, it becomes possible to take action before moving to mass production. Rather than thinking of it as a future issue, clarifying the causes and factors and incorporating them into equipment specifications can help minimize losses. 3. Participating in activities to address issues at the prototyping stage is also important. As a professional in mass production process design, participating in problem-solving activities during prototyping and proposing solutions to quality and cost issues at the prototyping stage, as well as conducting pre-improvement activities, is also effective.

• Management consultant/Small business consultant

【Mass Production Line Production Preparation Project】 ●Purpose As an investment in mass production lines, there are various aspects such as responding to newly developed products, next-generation products, similar new products, increased production, and rationalization. However, depending on the importance of quality and the size of the investment, project activities are necessary for its business viability. This is positioned as the task of promoting production preparation for that project. ●Project Promotion Unit Fundamentally implemented on a product basis. ●Duration, Frequency, Location - Duration: For newly developed products, approximately 3-5 years before mass production and about 1 year after; the duration may vary depending on the importance of quality and the size of the investment. - Frequency: Generally once a month (may also be every 2-3 months depending on the situation). - Location: The main location will be aligned with the production preparation phase. ●Approach - Members, Promotion Leader: Production Technology (Minutes: Production Technology) MUST participate: Production Technology, Design, Quality Assurance, Production Management, Production WANT to participate: Maintenance, Inspection (Parts Inspection, Product Inspection), Planning, etc. - Meeting Method: Primarily in-person meetings - Meeting Themes: Progress confirmation of issues related to mass production preparation by each department, etc. The above-mentioned support and guidance regarding the structure and approach of the "Mass Production Line Production Preparation Project" will be the subject of consulting.

• Management consultant/Small business consultant

Equipment maintenance involves the regular inspection and repair of various factory equipment that is operational in the factory. It is ideal for the equipment specifications to include the following three types of maintenance: 1. Preventive Maintenance: This requires establishing a maintenance plan to ensure that factory equipment and machinery do not break down, involving inspections, repairs, and parts replacements. The goal is to prevent equipment failures in advance through regular inspections and ensure stable operation. → One aspect is to clearly define the items that should undergo daily inspections. Additionally, it is important to list the parts that should be replaced regularly. 2. Corrective Maintenance: This refers to maintenance performed in response to issues such as functional decline, malfunctions, or breakdowns that occur in factory equipment. → This includes the development of manuals for troubleshooting, ease of conducting emergency maintenance work, and securing maintenance and workspaces. 3. Predictive Maintenance: In contrast to preventive maintenance, which involves regular inspections, predictive maintenance monitors the condition of factory equipment and machinery. It is conducted when signs of functional decline, breakdowns, or malfunctions are detected. → This involves clarifying methods for sensing precursors to equipment failures based on past failure histories and accumulated data from the specification creation company and equipment manufacturers, enabling predictive maintenance for the targeted equipment.

• Management consultant/Small business consultant

In companies where a Quality Management System (QMS) is established, there are safety specifications for equipment, and I believe there are no particular issues. However, considering a situation where such systems are not in place, I will provide references on what should be considered for safety. There are fundamental principles for ensuring the safety of machinery to effectively prevent mechanical hazards. These are the three principles: 1. Principle of inherent safety: Eliminate hazardous areas (hazard sources) of the machinery or reduce them to a level that does not cause harm to people. For example, rounding off corners or reducing operational energy. 2. Preventing human access or contact with hazardous sources of machinery. For example, installing guards such as fences or enclosures. 3. Principle of stopping: Generally, if the machinery is stopped, it poses no danger. Therefore, if a person needs to enter the operational range of the machinery, it should be stopped using interlocks or permission should be granted only after stopping. In creating safety specifications for equipment, it is necessary to adhere to the above three fundamental principles and to consider the specific content of the equipment in question, developing and documenting the specifications in a more concrete manner.

• Management consultant/Small business consultant

The disadvantages and advantages of AI visual inspection are as follows: 【Disadvantages of AI Visual Inspection】 1. Cannot make qualitative judgments 2. Cannot detect conditions outside of what it has been trained on 【Advantages of AI Visual Inspection】 1. Can detect foreign objects that may be overlooked by the human eye 2. Does not complicate the setting of inspection rules Although AI has its weaknesses, its greatest advantage is the ability to "correctly judge quantified criteria at a consistent speed." To effectively utilize this advantage and automate visual inspections, it is essential to meticulously quantify the qualitative judgments that have traditionally been made visually and to carefully adjust the judgment criteria during the training phase for the AI. This allows for automation while ensuring the quality demanded by the company. In summary, the disadvantages and advantages of AI visual inspection indicate that fine quantification of judgment criteria and meticulous threshold adjustments are indispensable. By implementing these, it is possible to significantly improve inspection challenges through the construction of custom-made AI.

• Management consultant/Small business consultant

【Basic Items of Equipment Specification Document】 1. Equipment Quotation Request Document (Overview); - Target Equipment Name; A concise name that represents the equipment, including process name, machining name, purpose, etc. - Purpose of Use; Clearly state the target products/parts, target processes, machining content, purpose of equipment use, etc. - Request Details; Include the using department, equipment installation deadline, quantity requested, estimated cost, etc. - Operating Conditions; Fully automatic, semi-automatic, manual, number of operators, number of units held, - Equipment; Size, weight, method of delivery - Quotation Conditions; Descriptions aimed at estimating costs for ordering - Others; Design scope, relevant laws, etc. 2. Machining Capability Instruction Document; - Cycle time, production capacity (monthly), operating rate, setup time, compatible models, material supply, handling of defective products, etc., related to the equipment's machining capability. 3. Machining Conditions Document; - For each process, detail the machining procedures, machining standards, machining methods, machining conditions (pressure, time, temperature, etc.), specific machining parts, necessary dimensions, etc. (including illustrations). 4. Process Capability Instruction Document; - Instruction on evaluation items for the quality of the processed products (evaluation content, sampling number, measurement methods, evaluation standards (Cp, Cpk, defect rate), etc.). 5. Others; Related Information; - Attach notes regarding safety, workability, etc., product/part drawings, layout drawings, etc.

• Management consultant/Small business consultant

The general content of incidents in the manufacturing industry is as follows: 1. Sales and profits 2. New product responses 3. Quality-related issues - Market complaints, delivery defects, internal defects (in-process, inspection) → Promotion of quality improvement meetings 4. Capital investment - Investment plans (new investments, rationalization investments, etc.) → Promotion at the equipment review committee → Implementation of investment plan progress management 5. Production responses - Personnel planning (production adjustments) - Productivity improvement (man-hour reduction) - Operating rate → Promotion of production adjustment meetings and productivity improvement meetings 6. Maintenance management - Equipment maintenance, mold maintenance → Major equipment stoppages, failures, etc., are addressed by the PM promotion committee, promoting improvements in equipment and mold maintenance 7. Safety environment, energy conservation, area - Safety environment status → Accidents, injuries, etc., are addressed by the safety environment and health committee - Energy conservation plans → Promotion by the energy conservation committee - Area plans → Promotion of area plan discussions Support will be provided for specific response methods and approaches for each of the incidents mentioned above.

• Management consultant/Small business consultant

The content of the measures is as follows: (1) Work environment measurement; measurement of the work environment in indoor workplaces. Work environment measurement is necessary even when changes are made to equipment, work processes, or work methods. The equivalent noise level refers to the fact that noise in the workplace typically varies significantly over time. Instead of measuring the instantaneous value of noise intensity, it is a value expressed as the average of the noise level measured over a certain period of time during which the noise fluctuates. (2) Noise prevention measures; Actual noise prevention measures can be broadly divided into three categories: 1. Source measures 2. Measures for transmission paths 3. Measures on the worker's side It is important to implement the most effective measures by applying these strategies either individually or in combination, depending on the management category. In summary, the direction of actual noise measures will be supported and guided as part of production technology consulting.

• Management consultant/Small business consultant

The legal basis for measures to prevent environmental pollution (vibration) is important, but it is also crucial to take actions so that operators handling equipment, other employees in the factory, and nearby residents do not feel discomfort. Therefore, I will discuss the basics of vibration countermeasures from a technical perspective here. In my practical experience as a production technology consultant, most of the countermeasures have been implemented for vibration-generating equipment such as various press machines and barrel polishing machines, as well as durability testing devices. However, the basic countermeasure procedures are the same, so I will explain the content of these measures below. (1) Measurement of the working environment; measurement of the working environment in indoor workplaces 1. Confirm how vibrations are affecting the surroundings. 2. Identify where, what vibrations are occurring, at what times, and to what extent. 3. If there are multiple sources of vibration, determine which one has the most significant impact. (2) Vibration prevention measures; Similar to noise prevention measures, one or a combination of the following three measures is necessary. Among these three measures, generally, countermeasures at the source of vibration are the most effective. 1. Countermeasures at the source of vibration 2. Measures for the propagation path 3. Measures on the operator's side Above, I will provide support and guidance on the direction of actual vibration countermeasures.

• Management consultant/Small business consultant

When creating a cause-and-effect diagram, the following steps are taken: (1) Determine the issue (characteristic) and create the backbone. (In production technology, identify the details of defects, etc.) (2) Create the major bones. (It is easier to understand if you categorize the major bones according to the 5M1E.) (3) Create the middle bones (list the contents that could be factors of the major bones). (4) Create the minor bones (list the contents that could be factors of the middle bones). The characteristic of the cause-and-effect diagram is to organize the factors into major bones, middle bones, and minor bones, and visualize them to make it easier to grasp the overall picture. The cause-and-effect diagram is used for cause investigation, issue organization, information sharing, and more. The 5M1E of the major bone section refers to: 1. Machine (Technology) 2. Method (Process) 3. Material (Includes information on raw materials and consumables.) 4. Manpower (Physical labor) / Mind power (Brain function) 5. Measurement (Inspection) 6. Environment If this cause-and-effect diagram can be applied to various issues in production technology operations, it will contribute to improving operational efficiency.

• Management consultant/Small business consultant

There are two types of control charts: 1. Measurement values and 2. Count values. 1. Control charts for measurement values Control charts for measurement values use continuously changing data. Typical examples include the "X-R control chart" and the "X-s control chart." In the X-R control chart, the average value X within a group is graphed in the X chart, and the range R within each group is graphed in the R chart. These are arranged vertically to allow simultaneous viewing of the data's average and distribution range, resulting in the X-R control chart. The X-s control chart creates an X-R control chart that graphs the average value within a group and an s chart that graphs the standard deviation of the data for each group. These are also arranged vertically to allow simultaneous viewing of the average value and standard deviation. The X-R control chart, which uses the maximum and minimum values of the data, can lead to a large number of data points, making it difficult to see the variation within the range. The X-s control chart uses the standard deviation s instead of the range R to make the variation clearer. 2. Control charts for count values Control charts for count values use discrete data. The main types include "P control chart," "Pn control chart," "C control chart," and "U control chart." Based on the above, we will provide support regarding the appropriate use of control charts.

• Management consultant/Small business consultant

The elements that a production technology organization should possess include the following: The necessity varies depending on the company's size and the manufacturing technologies involved, but it is essential to achieve optimal organization through appropriate combinations and adjustments of load balance that include these elements. - Process research elements: Basic research in production technology, production technology roadmap - Process design elements: Product drawing review, process flow and management planning, equipment specification review, equipment procurement - Quality review elements: New product quality review, fluid product quality review, investigation and research - Cost review elements: Cost estimation, cost table review - Delivery review elements: Production preparation schedule management - Equipment review elements: Equipment design, equipment manufacturing, maintainability review, safety review - Factory review elements: Factory logistics review, area review - Supplier review elements: Supplier support Based on the above, we will provide support for the structure of the production technology organization.

• Management consultant/Small business consultant

As for leak testing, there are methods such as air leak testing and helium leak testing, but a simple and easy-to-understand method that can confirm leaks from large to small, albeit primitive, is the submerged leak test. The biggest advantage of the submerged leak test compared to other leak testing methods is that it requires no investment in equipment, has a short preparation time, and allows for instant identification of leak locations. For this reason, the submerged leak test is widely adopted by various companies. On the other hand, the disadvantages include the need to submerge the product during testing, which requires procedures such as draining and drying afterward, and that this test is difficult for products or parts with a sealed structure. (An air source is necessary.) The detection accuracy of the submerged leak test is comparable to that of air leak testing, where the detection accuracy of air leak testing is 10¹ to 10⁻² ml/min. A leak rate of 10¹ ml/min corresponds to the detection of 20,000 bubbles (1 mm in diameter) per minute, while a leak rate of 10⁻² ml/min corresponds to the detection of 20 bubbles (1 mm in diameter) per minute, showing that it is not significantly inferior to air leak testing. Based on the above, we will provide technical support regarding submerged leak testing.

• Management consultant/Small business consultant

Below are three representative purposes for setting standards: 1. For evaluating the quality of products or semi-finished goods where quantitative testing is difficult and reliance on qualitative judgment is necessary. 2. For evaluating the quality of products or semi-finished goods that can be quantitatively assessed but are subject to reasons such as being labor-intensive or requiring advanced technology (and thus costly), which have been subjected to visual inspection of all units. 3. For situations where it is difficult to establish criteria for good or bad judgment, such as scratches, dents, or chips, but there is a need to impose some restrictions on occurrences that are actually happening, to be extracted from liquid products and set as samples. Based on the above, we will support your company's method of operating limit samples.

• Management consultant/Small business consultant

It is important for the QC process chart to be linked with the contents of the PFMEA, which is conducted as a means of controlling the quality of process design. The contents of the PFMEA need to be continuously improved and refined to address all potential failure modes that may occur in the process, and the QC process chart should serve as a living document that reflects these contents sequentially. On the other hand, regarding the management of processing conditions, it is generally a compilation of all results from experimental plans and research studies conducted by the production technology department for setting conditions, and it is common to present this information along with the results of process capability investigations (such as Cp, Cpk, etc.). In addition to the above, the QC process chart serves as the foundation for the work standards (work procedures) that will later be created and managed by on-site workers, and it is necessary to incorporate all the process design information intended by the production technology (process designer). For example, it is crucial to include without omission the contents woven into the specifications during the consideration of equipment and jig specifications (processing standards, work methods, maintenance content, safety content, etc.) as well as points of caution for actual work. Based on the above, we will support you in the development of your QC process chart.

• Management consultant/Small business consultant

Here, I will describe the contents that the operators of the department handling the equipment should check on a daily basis, separate from the regular inspections and statutory inspections conducted by the specialized maintenance department, in the form of "Daily Inspection Guidelines." 【Daily Inspection Guidelines】 (Purpose of Daily Inspections) - By conducting the specified inspections at the start and end of shifts, the equipment usage department can confirm that the equipment is operating normally and take measures (before and after) to prevent any disruption to operations. If any abnormalities are found, immediate confirmation and repairs by the specialized department should be carried out to help maintain the equipment in normal condition. (Content of Daily Inspections) - Tailored to the characteristics of the target equipment, the content should allow for instant confirmation of normal and abnormal conditions, incorporating insights from the specialized and related departments. (Inspection items, inspection frequency, inspection tools, responsible persons, etc.) (Format of Daily Inspection Sheets) - The responsibility for the regulations of the equipment daily inspection work guidelines and overall management responsibility (confirmation of the inspection status of the target equipment) lies with the equipment maintenance department. (For some parts-related equipment, it is the quality assurance department.) - The responsibility for the confirmation tasks using the daily equipment inspection sheets lies with the equipment ownership department (such as the production department), etc. Based on the above, we will support your company's approach to daily equipment inspections.

• Management consultant/Small business consultant

I will comment on the ideal state of Tier 1 by each point. 1. To gain high trust from OEMs (car manufacturers). As a Tier 1 supplier, it is essential to satisfy OEMs in all aspects of Q (quality), C (cost), and D (delivery time), and to maintain high production technology capabilities in the relevant products within the field of production technology. 2. To appropriately manage companies below Tier 2. As a Tier 1 supplier, there is a management responsibility for parts (including materials) produced by Tier 2 and below, making quality management across the supply chain crucial. In the field of production technology, it goes without saying that one should respond to process audits of suppliers (Tier 2) and provide solid guidance and feedback as a manufacturing professional. 3. To have an excellent management system and operational capability as a Tier 1 supplier. It is important to have a high-level management system and operational capability for initial flow management of new products, troubleshooting of flow items, daily management, and various improvements. Based on the above, we will provide support for the ideal state of Tier 1 companies!

• Management consultant/Small business consultant

The standard work sheet is generally used as a tool for improving manufacturing line operations; however, we also support the perspective that it should be used as a tool for specification consideration when production engineers design processes. (Standard Work Sheet Content) The standard work sheet is a tool that combines human movements and machine movements based on takt time, determining how much area one person is responsible for and the order in which tasks are performed. The standard work sheet illustrates the combination of movements of the "person" and "equipment" performing standard work. Based on takt time, it allows for the determination of who is responsible for what area and the procedures for performing tasks. Additionally, for production engineers, it serves as an effective tool when examining machine time, human movements, and verifying the size and layout of equipment to consider the optimal line layout. (Benefits of the Standard Work Sheet) By creating a standard work sheet, it becomes easy to assess the progression of work procedures and work time, making it effective for identifying areas for improvement. Furthermore, even after a certain period has passed, it allows for easy comparison between this sheet and the current work situation. Based on the above, we will support the creation of standard work sheets for line workers.

• Management consultant/Small business consultant

Items and methods of confirmation generally required for engineering audits 【Confirmation at the venue】 1. Overview confirmation of the target company or target department 2. Overview of target products, target processes, and target technologies 3. Confirmation of technical content - Required quality of key management item content drawings - Results of PFMEA implementation - Reflection points from past trouble points and previous models - Main items of process capability investigation results - Preparation status of documentation, QC process charts 【On-site confirmation】 - Status of incoming goods management, incoming inspections, parts management, storage conditions - Work instructions and training status (planned vs. actual) - Demonstration of the flow of parts input, assembly, inspection work, and shipping - FP management and methods for isolating defective products - Confirmation of the status of equipment, jigs, measuring instruments, environment, etc., regarding 5M1E - Work instructions, work content, and management content - Documents that show the movements of workers, such as standard work combination charts - Worker proficiency status, proficiency charts by worker - Control charts, P charts, and preparation status of various control charts - FP management charts and preparation status of FP management content and management charts - Management content of limit samples and preparation status of management charts - Daily inspection sheets for equipment and preparation status of equipment maintenance management Depending on the purpose of the engineering audit, the above items will be arranged and addressed individually.

• Management consultant/Small business consultant

Resistance welding processing (here we will focus on projection welding) is generally designed to concentrate the heat generation by providing a projection, known as a protrusion, on one of the components. The processing conditions include current values (peak value, effective value), energization time, electrode pressure, etc., and the evaluation of the results includes measurements of the welding condition (spatter, melting state), nugget diameter, and welding strength (primarily based on base material fracture), among others. Based on the above, we will provide technical support related to resistance welding processing.

• Management consultant/Small business consultant

To solidify our company's technology, it is essential to have backing from the research results, which will also serve as a tool for passing down knowledge to future engineers. Just as excellent chefs have detailed recipes for what is commonly referred to as factory know-how, thorough and meticulous investigation and documentation can lead to the formalization of tacit knowledge. This is also true for production engineers; especially considering the goal of ensuring mass production quality, there are limitless opportunities for improvement, and the subjects of testing and investigation are infinite. As for the subjects of testing and investigation in production technology operations, examples include investigations related to processing and inspection conditions, specification determination, various defect factor investigations and defect rate reduction studies, processing time reduction studies, measures to improve operational efficiency, and environmental improvement studies, among many other topics related to QC + α. In light of the above, I will provide support regarding the format of the testing and investigation report.

• Management consultant/Small business consultant

In the context of meetings in the manufacturing industry, it is essential to constantly seek solutions to challenges, prepare in advance for meetings (setting meeting materials, requesting report preparations), and conduct efficient meeting progress (setting members, informing meeting objectives, time management, setting locations, etc.). Additionally, creating meeting minutes (sharing within the meeting, reaching consensus on direction, agreeing on assignments (action items) and deadlines, etc.) and issuing them on the same day are crucial practices that significantly influence the speed of problem-solving. In production technology operations, there are often opportunities that require coordination and agreement with related departments (and sometimes external manufacturers), making this ability extremely important. Based on the above, I will support you regarding the conduct of meetings in the manufacturing industry.

• Management consultant/Small business consultant

The purpose of confirmation by the master piece is to ensure that the equipment subject to processing and inspection operates normally and that dimensions and performance can be accurately assessed. Typically, sampling confirmations are conducted at the start and end of shifts. Below, I will comment on the management methods for items that serve as standards for position and dimensions, as well as for performance and characteristics. 1. Items that serve as standards for position and dimensions: In many cases, items that serve as standards for position and dimensions are required for confirming foolproof operation in the processing stage (F.P) and for verifying dimensional accuracy in the inspection stage. These items are often relatively rigid, but due to expected aging changes from long-term use, regular measurement of dimensions and positions (numerical confirmation) is necessary. 2. Items that serve as standards for performance and characteristics: In various processes, items that serve as standards for the performance and characteristics of semi-finished and finished products may be required for performance inspections and final shipping inspections. Here too, due to expected aging changes from long-term use, regular measurement of performance and characteristics (numerical confirmation) is necessary. As mentioned above, we will support the introduction of master pieces.

• Management consultant/Small business consultant

The procedure for creating a cost table is as follows: (Note: For the purpose of calculating the cost of parts) 1. Determine the variable factors 2. Collect past data 3. Derive the calculation formula The combination of the data list created using the above steps and the calculation formula is referred to as the cost table. By substituting the variable factors into the calculation formula, it becomes possible to logically calculate the cost of new parts for which there are no actual purchase or manufacturing outsourcing records, and by accumulating these costs, a highly accurate cost estimate can be made. When a cost table is created, anyone can estimate the same cost value regardless of the experience of the person in charge. In other words, the cost table achieves the "standardization of cost estimation methods." Additionally, it can be used for the "validity check of estimates" presented by parts suppliers, thereby enhancing purchasing and procurement operations. Thus, while the cost table serves as a powerful tool in cost planning and price negotiations, the variable factors may change due to technological advancements and fluctuations in market prices. If the calculation formula created once is used as is without updates, there is a risk of it becoming obsolete. In relation to the above content, we will assist you in creating a cost table that is practically useful.

• Management consultant/Small business consultant

Regarding the extraction of failure modes in PFMEA, taking examples from the assembly process, common failure modes include incorrect parts or materials assembly, missing parts, reverse assembly, misalignment, double assembly, foreign object contamination, excessive or insufficient processing, skipping processes, forgetting tasks, packaging errors, and so on. Since the focus of PFMEA analysis is heavily weighted towards addressing human errors, it is important to identify potential failure modes from the elemental tasks of each process as accurately and in as much detail as possible. Based on this information, we will support you in the extraction of failure modes for PFMEA.

• Management consultant/Small business consultant

As management points, they can be broadly divided into condition setting (INPUT) items and appearance confirmation (OUTPUT) items. In other words, it is necessary to determine the conditions under which processing will occur in the target process and how to confirm and evaluate the results of that processing. For example, in the case of resistance (projection) welding as the target process, the condition management items include current values (peak value, effective value), energization time, electrode pressure, etc., while the appearance management items include welding condition (spatter, melting state), nugget diameter, welding strength (primarily based on base material fracture), etc. For these, it is essential to set management intervals (sampling intervals such as total count, start and end), managers (recorders, verifiers), tools for management confirmation (visual inspection, tactile inspection, measuring instruments, equipment display values, etc.), and management methods (checks, control charts), among others. In addition to these, it is also necessary to describe content related to equipment maintenance and safety/environmental checks for each target equipment and process. Based on the above, we will support the setting of management points in the QC process chart.

• Management consultant/Small business consultant

The points to consider for the production technology department when reviewing product drawings include the following items: 1. Timing of review 2. Content of review - Preparation materials for drawing review meetings - Pursuit of manufacturability - Understanding of product functions and required specifications - Consideration of optimal solutions when there are many options for construction methods - Quality considerations - Cost considerations - Delivery time considerations 3. Promotion of standardization In actual work, there are many steps to reach the standardization mentioned in point 3, so providing support and guidance on how to proceed is the focus of production technology consulting.

• Management consultant/Small business consultant

To help you better understand what kind of work is involved in production technology, I will briefly organize the tasks related to production technology. 1. Product development and product design support 2. Development of production technology 3. Process design (line, process) 4. Capital investment 5. (Various) schedule management 6. Procurement support 7. Quality assurance and quality improvement 8. Ensuring productivity and improving productivity 9. On-site improvements 10. Others Safety, environment, pollution prevention, energy conservation, maintenance management, response during production reductions (shutdown activities), etc. As mentioned above, the work of production technology is involved in almost all issues related to manufacturing in the manufacturing industry, and support and guidance regarding the approach and direction of these tasks are the subjects of production technology consulting.

• Management consultant/Small business consultant

As part of our support for market development, we provide assistance for pitch events organized by companies. The key points for implementation, particularly the basic structure of the presentation, are as follows: 1. Cover Page: Title (Technology or Product), Table of Contents 2. Company Overview: Company Name, Industry, Size, Products, Equipment, Technology → Background and company introduction to clarify the positioning of the target product or technology. 3. Explanation of Technology/Product: - Features of the product, problems it can solve, comparison with existing technologies/products - Highlight areas where the product, technology, quality, cost, and delivery time are particularly advantageous (including diagrams, tables, photos, etc.) - Evidence 4. Applications and Uses: - Industries or applications you wish to target - Specific applications - Imagery 5. Summary: - Summary of technology and product explanation - Benefits, applications, uses - Key selling points 6. Contact Information (for reference): - URL (Website) - Inquiry form - Phone number, contact person, etc. Among these components of the presentation, the sections on 3. Explanation of Technology/Product and 4. Applications and Uses are the climax of the presentation and require the most consideration time. We support the advancement of pitch events as described above.

• Management consultant/Small business consultant

The utilization of IoT for maintenance can be summarized as follows: 1. Equipment Operation Management The goal is to record and collect actual data as a history of the operating status of equipment and lines, linking it to the necessity for general periodic maintenance and the replenishment of consumables. 2. Equipment Maintenance Support To carry out maintenance activities, it is essential to record information about the environment and the processes or operations that have taken place. IoT is utilized for data collection during the preparatory phase of such maintenance activities and for monitoring critical parameters, which are then reflected in the management of regular maintenance (daily maintenance conducted by production departments and periodic maintenance conducted by equipment maintenance departments). 3. Equipment Failure Monitoring (Detection) It detects any troubles such as delays in production processing, equipment stoppages, power outages, or delays in materials and consumables, and communicates this to the monitoring center to initiate repair instructions. At that time, a preliminary diagnosis is summarized and communicated before maintenance personnel arrive, thereby reducing the time required for the diagnostic process. 4. Equipment Failure Prediction It detects precursor data from past troubles (such as vibrations, unusual noises, temperature anomalies, etc.) and evaluates the likelihood of future troubles occurring (automatically assessed by IoT), sending alert information to the monitoring center.

• Management consultant/Small business consultant

The QA network is characterized by its analysis being displayed in a matrix format, as the name suggests. A single defect does not necessarily occur in just one process. When it spans multiple processes, there is a possibility of oversight in FMEA, and precisely as a safety net, extracting the relevant processes without omission becomes a major objective of the QA network. We will provide a series of support related to the construction of this QA network.

• Management consultant/Small business consultant

Generally, a process includes various processing steps (assembly, press-fitting, riveting, welding, etc.), treatment steps (heat treatment, cleaning, etc.), and inspection steps (checks, various inspections). A representation of all processes, including material processing, incoming goods, acceptance inspection, in-house processing, product inspection, packaging, and shipping, is called a comprehensive process flow diagram. With a process flow diagram, it becomes possible to advance the examination of PFMEA and QC process charts. Support and guidance on how to create and approach this process flow diagram will be the subject of consulting.

• Management consultant/Small business consultant

It is important to analyze the current state of a company's technological capabilities and support the company's leadership in deriving future directions on their own. One of the frameworks for this is SWOT analysis, which is often referred to as a classic framework, and when used correctly, it can be quite effective. As a production technology consultant, I possess not only extensive knowledge in various areas of production technology but also experience in market development matching, and I have been assisting companies in discovering their future directions using this SWOT analysis.

• Management consultant/Small business consultant

I often see companies implementing the "5 Whys" analysis as a method for addressing quality defects. Here, I will explain this "5 Whys" analysis. The "5 Whys" analysis is a method that stops hasty solutions and leads to more reliable solutions. The number five is not fixed and can vary depending on the situation, but by repeating the process about five times, the underlying causes that were not initially visible usually become apparent. Additionally, as we go about our daily work, problems tend to multiply endlessly, so if we increase the number of times we think through each issue, it will consume too much time. Therefore, a minimum and moderate number of thought repetitions is set at five. This makes around five repetitions optimal as a framework for thinking that can be easily used daily. Guidance and support regarding points of caution in implementing such "5 Whys" analysis will be the subject of consulting.

• Management consultant/Small business consultant

The main task of production technology operations, and a fundamental job, is process design. In simple terms, it involves realizing parts and product drawings, creating components and products from materials and parts, and designing the overall production process, which is essentially "the work of designing how things are made." This means that by determining the processing sequence, processing methods, and processing machines, one can satisfy the quality (Q), cost (C), and delivery time (D) of parts and products, which can be considered good process design. We provide support from the basics to advanced levels of process design operations. The basic contents of process design operations are as follows: 1. Determining the processing sequence 2. Determining the processing methods 3. Determining the processing machines Guidance and support regarding the specific contents and direction of these tasks constitute our production technology consulting support.

• Management consultant/Small business consultant

Air blow cleaning is most frequently performed in actual production sites where an air source is readily available. Air blow cleaning is effective for dirt consisting only of particulate and fibrous dust, as it does not require post-processing. However, it is also necessary to consider how to collect the dust that is scattered by the air. If the scattered dust worsens the surrounding environment and re-adheres to products or parts, the purpose of cleaning cannot be achieved. To make air blow cleaning effective, it is important to have a function that prevents the scattering of foreign substances (dust) and allows for their collection. This requires a mechanism where only the target products or parts are cleaned in an enclosed space, and at the same time, the air used for cleaning is collected. The key is to create an airflow, place the items to be cleaned (products or parts) in the proper position within that airflow, and ensure they are adequately cleaned while collecting all the air used. Guidance and support regarding the methods, direction, and mechanisms of such air blow cleaning, which is frequently conducted in production sites, will be the focus of production technology consulting.

• Management consultant/Small business consultant

Huging processing is one of the terminal processing methods for winding, and it is a widely adopted process that utilizes the principle of resistance welding to fix (and conduct) the lead wires at the start and end of the winding to the terminal that becomes the bobbin terminal. The most representative form of single-wire hugging involves sandwiching the terminal lead wire in the U-shaped groove of a U-bent terminal, applying pressure from both sides of the U with two electrodes (fixed and movable), and passing current to heat the lower part of the U, melting the insulation of the lead wire (peeling and conducting) while simultaneously completing the fixation of the lead wire. The processing conditions for the hugging process include terminal pre-bending conditions (pressure, bending dimensions, etc.), current values during hugging (peak value, effective value), energization time, electrode pressure, and electrode sinking amount. The evaluation of the finished product includes assessing the appearance of the hug (spatter, melting state (absence of sparks, etc.)), peeling state (insulation peeling rate), cross-sectional reduction rate (longitudinal and transverse cut sections), and wire strength (tensile strength of the wire material, primarily based on material breakage). Consulting services will cover guidance and support regarding the basic design of the hugging process, condition setting, and management methods.

• Management consultant/Small business consultant

Although there are various types of cleaning processes, this discussion will primarily focus on cleaning processes aimed at ensuring the cleanliness required for products and parts. (This excludes processes aimed at removing foreign substances (such as cutting burrs and cutting oil) that have occurred or adhered as necessary evils in each processing stage, to prevent them from being passed on to the next stage.) Depending on the cleanliness of the products and parts (which can vary based on the conditions of previous processes) and the types of foreign substances expected to adhere to the products during the process, if oil is the main concern, methods such as hot water washing, alkaline cleaning, and hydrocarbon cleaning may be used. If foreign substances or burrs are the primary concern, methods such as air blow cleaning, shower cleaning (with water, etc.), and ultrasonic cleaning will be selected. As for setting conditions, the number of cleaning cycles and cleaning time will be established according to the required cleanliness (foreign substances, oil) for the products and parts. The evaluation of the results will involve checking for residual foreign substances on the surface of the products and parts. Guidance and support related to the selection methods for this cleaning process, condition settings, and evaluation of results will be the focus of consulting services.

• Management consultant/Small business consultant