Best Practice of Lean Management - Rail Efficiency and Quality To Reduce Cost

Best Practice For Cost Efficiency

Lean management is an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality

TOYODA FUNDAMENTAL

Lean management is generally derived from the Toyota. It's developed by Taiichi Ohno, Shigeo Shingo and others over a forty year period. It began with efforts to reduce die change time on the stamping press which then allowed for a reduction of in-process inventory and this became just-in-time inventory management. Lean is the elimination of waste. But, more importantly, lean is continuous improvement in all work processes.


Improvement in Japanese is used as a word to mean constant improvement. Often referred to as lean or lean manufacturing in English. The business method made Japan, especially Toyota, famous for its production system. Toyota and its affiliates and suppliers have achieved tremendous efficiency in production processes, maximizing waste and maximizing profits, through improvement methods that value continuous processes.

Constant improvement is essential to achieving maximum quality at the lowest cost. Time is very important and that is why in Japan they are loyal to train services. Early information regarding service status are crucial.

Electronic Delay Status at Shinjuku Rail Station

Improvement is an activity to eliminate waste and reduce costs.

Improvements or lean manufacturing must be on an ongoing basis. It should always be applied to work methods and activities. It is the process of finding and eliminating waste in machines, materials, labor, production methods, and office procedures. Everywhere in the company, small and sometimes large, opportunities for improvement can be found. Below is a basic example of a Toyota supplier:

Management Improvement

Creating better methods and improving work efficiency is a never-ending challenge for those who make improvements. People in Toyota are always looking for ways to get rid of waste, make their work easier, safer, and faster. Why? Because you can. I want to do that. And it's rewarding. If process improvements are implemented correctly, they can be a powerful motivational driver. Increase employee satisfaction while increasing profits and reducing costs. It will be the basic foundation for winning Total Quality Management and company-wide success. 

To effectively move to a strategy for continuous improvement, it is necessary to look at things from a different perspective. When considering training for lean manufacturing, we need to focus on continuous improvement. At every level, from every angle, and with employee motivation and full participation in mind

Improvement circle

Improvement circles and lean group meetings are essentially important when seeking lean manufacturing and efficiency in two dimensions. The first is an opportunity for front-line employees and managers to discuss and make decisions about improvement activities. The second is a powerful motivation for employees and fosters team spirit and worker pride.

Standardization

Without standardization, process improvement cannot be effectively and long-running. It seems that this important point is often overlooked.

Front liner uniform for standardization

Improvement means improvement of standard work. For that purpose, the basic four standardization principle must be effectively implemented:

1. Set standardization work.

2. Coaching

3. Implementing

4. Monitoring

Clean and tidy environment at Tokyo Metro Station

What we learn from JR East?

Property belong to JR East as their company main income

Takashimaya Mall

From JR East website, there are a lot of valuable information. The train schedule,customer support, ticket and passes and others. As they operates the High Speed Rail (HSR) and Metro trains, both wings of their business are equally important. We observe how their customer service are trying hard to help foreign tourist.

Youtube : Only in Japan Go

The very popular Shinkansen HSR

JR East income are not relying on the fare collections but very much on non-fare revenue. Shopping mall Takashimaya is an example of their non-fare revenue.

Many rail operators are aware of fare revenue itself totally are insufficient for them to run the business. They must seek non- fare revenue for business survival

From the Japanese culture, the efficiency from all aspect of life is something that we shall be able in our workplace to increase efficiency AND reduction of waste