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@HomeThe Story of Our Changes - Our KAIZEN Story
In 2001, ISOWA celebrated the 80th Anniversary of the founding of the company. Within the company during that time, the workforce was dominated by robot-like employees who thought things like, "I shouldn't say a word," "I should keep out of other people's work," and "I just have to put up with doing my job" and who did the work they were given in just the way they were told to do it, things that were the exact opposite of the principles for action set up by the company. Under those circumstances, on October 7th of that year, an 80th Anniversary Memorial Lecture was given that became a huge source of motivation in the reformation of our company after that.

Aiming to shorten production lead time

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But these eight employees needed an even more specific idea.
What do we have to do in order for the company to survive? How can we get the standard of living for the employees to improve? From the results of separating all the hundreds of problem points brought up by members at the After-Hours Meeting into types and reviewing the problems using a logic tree based on the points brought up, they arrived at a certain tentative hypothesis.
[If we can somehow decrease production lead times, the company will survive, and the standard of living for us employees will improve.] This was then further broken down, and again using a logic tree, a hypothesis that "the number of man hours for assembly can be decreased if we have the parts ready when assembly is performed" was raised, and the eight employees decided to start from a verification of this idea.

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