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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.

For ourselves...

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They started with the compartmentalization of assembly processes, which hadn't had any particular set of rules up until that time. They expressed the results of the compartmentalization as a PERT chart, determined what employees would be involved in each process and the number of man-hours each would take, and tested a method where the parts required for each process would be gathered together and prepared on the day before assembly was to begin. Every evening, sometimes until late into the night, all the members got together and worked on these operations. In answer to a question from outside the group about why they were working so hard even though they weren't getting any overtime pay, one member replied, "We're not doing this because the president or our managers told us to. This is for ourselves! We're working on this because we want to. We're really excited to see how things turn out!

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