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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.

We repeated hypothesis testing...

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In this way, while being helped by members from a bunch of different departments, the members of <<RENOVATION>> continued on with working on a cycle where they would form a hypothesis, test it out, discuss the results, and then form a different hypothesis and start the process over again. The members discussed all kinds of different things among themselves to come up with hypotheses like, "If we do that, I think we'll be able to assemble parts fairly quickly," "If we try this out, we should be able to cut down on the amount of time it takes to search for parts," and so on. After that, they would perform different tests, one by one, to see if things would actually go the way they had envisioned and then discuss things again to come up with other hypotheses to test out. And it ended up that repeating this cycle became the very activity that those guys did.

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