What is the importance of KPIs in the manufacturing industry? A thorough explanation of specific examples and tips for setting them.
Standards for "Production Management" that machinery manufacturers should work on.
In today's world, where work style reform is being called for, we explain the establishment of standards for improving operational efficiency that machinery manufacturers should undertake.
In recent times, with the call for improved productivity following work style reforms, are machinery manufacturers struggling with the following issues? "Due to using different systems for each department, collaboration is hindered, and despite having similar orders in the past, we are designing from scratch again." In this document, we will introduce methods to eliminate such information bottlenecks and achieve a seamless production management system.
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basic information
Chapter 1 The Necessity of Establishing Standards for "Production Management" Chapter 2 An Overview of the Structure of "Production Management" Chapter 3 The Importance of Centralizing Information and Utilizing Data Chapter 4 The Path to Standardization for the Next 10 Years
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【Purpose and Benefits of Implementation】 Improvement of Productivity and Resolution of Bottlenecks: Visualizing the progress and operational status of processes to reduce waiting times and setup losses. Elimination of Dependence on Individuals and Technology Succession: Standardizing and digitizing the know-how of veterans to establish a system where even less experienced workers can perform uniform tasks. Realization of Preventive Maintenance: Implementing maintenance plans based on operational data to prevent line stoppages due to unexpected equipment troubles. Improvement of 5S and Flow in the Workplace: Digitizing the movement of people and objects to eliminate waste in searching and unnecessary movement, achieving an optimized factory layout. 【Examples of Improvements and Achievements】 Case 1 (Automotive Parts): Digital standardization of assembly process work procedures. Smooth technology succession to younger employees, reducing setup time by 35%. Case 2 (Precision Machining): Thorough implementation of preventive maintenance through visualization of equipment operation. Reducing unexpected equipment stoppages by 80% and achieving stable production. Case 3 (Metal Processing): Transitioning from paper-based daily report management to a production management system. Real-time "visualization" in the workplace led to a reduction of indirect work hours by 40 hours per month.
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Continuing to stay close to our customers, we have built up business knowledge and empathy to understand their challenges. By handling a wide range of operations in a one-stop manner, including system design, development, operation, hardware and software proposals and sales, and network construction, we remain a partner that supports the creation of "valuable systems," sometimes in a collaborative manner and sometimes in a leading role. Our company changed its name on April 1, 2025. (Former company name: Daiko Electronic Communication Co., Ltd.) The data and presentation materials published are from the time of the announcement.
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