Quality guru Shigeo Shingo, some of his contributions in the quality field. MBA project

1. Shigeo Shingo
The Master Of Lean
Manufacturing

2. HELLO!
I am Mohamed M. Helmy
Diploma of Hospital Management
AASTMT, Cairo Group
You can reach me at dr.mohamed-helmy@outlook.com

3. Presentation Outlines
We will discuss the following:
▫ Shigeo Shingo biography
▫ Just In Time (JIT)
▫ SMED
▫ Poka-Yoke
▫ Zero Quality Controle

4. Shigeo Shingo is a Japanese engineer, businessman and quality
guru, he is considered as the world’s leading expert on manufacturing practices.
Biography

5. Biography
Born in Saga, Japan
Graduated from Yamanashi Technical College with a degree in
Mechanical Engineering. Employed by Taipei Railway Factory
Manufacturing Section Chief at the Amano Manufacturing Plant,
Yokahama. He raises productivity by 100%.He works with other
divisions of manufacturing and continues to increase productivity.
Member of the Japan Management Association
Begins his research on Statistical Quality Control
1909
1930
1943
1945
1951

6. Biography
Consultant at Toyota Motor Corporation
Leads industrial engineering and factory improvement training at the
Toyota Motor Corporation
Leads a 3 year study on ship building at Mitsubishi Shipbuilding. He is
able to create a system that reduces production time by 50%
Founds the Institute of Management Improvement
Fully develops the SMED system to achieve zero quality defects
After that he dedicated his efforts to education and lecturing
1954
1955
1956
1959
1960

7. Biography
As a tribute to Dr. Shingo and his lifelong work, The Utah State University has
founded in 1988 the Shingo Prize for Operational Excellence which is awarded
annually for excellence in manufacturing

8. Biography
Best known for:
▫ Just In Time Manufacturing (JIT)
▫ Single Minute Exchange of Die (SMED)
▫ Poka – Yoke / Mistake Proofing / Zero Defect

9. “
“The best approach is to dig out
and eliminate problems where
they are assumed not to exist”

10. Just in time (JIT) is a production strategy that strives to improve
a business’ return on investment by reducing in-process
inventory and associated carrying costs.
Just In Time

11. Just In Time
Manufacturing
Also known as:
Motorola: Short Cycle Manufacturing (SCM)
IBM: Continuous Flow Manufacturing (CFM)
John Constanza: Demand Flow Manufacturing (DFM)

12. Just In Time
Manufacturing
Manufacturer Customer
The conventional manufacturing system

13. Just In Time
Manufacturing
The JIT manufacturing system
Manufacturer Customer

14. Just In Time
Manufacturing
To work flawlessly, the following are
needed:
▫ Continuous improvement (Simpler,
easier, QC, DRIFT)
▫ Eliminating waste (overproduction,
waiting time, transportation,
processing, inventory, product
defects)
▫ Workplace cleanliness and
organization
▫ Set-up time reduction
▫ Levelled / mixed production
▫ Powerful supply chain mechanism
▫ Kanban System
Advantages
▫ Short
production runs
▫ Fast ROI
▫ Reduce cost
▫ More cash
available in-
hand to utilize
Disadvantages
• Disruptions in
the supply
chain may stop
production
• Sudden
unexpected
orders will
delay delivery
of the product
• May face
variation in raw
materials costs

15. Just In Time
Manufacturing
Case study:
Toyota uses just-in-time inventory controls as part of its
business model. Toyota sends off orders for parts only
when it receives new orders from customers. The
company started this method in the 1970s, and it took
more than 15 years to perfect. Several elements of just-
in-time manufacturing need to occur for Toyota to
succeed. The company must have steady production,
high-quality workmanship, no machine breakdowns at
the plant, reliable suppliers and quick ways to assemble
machines that put together vehicles.

16. Just In Time
Manufacturing
Case study:
Toyota's just-in-time concept almost came to a crashing halt in February 1997. A
fire at a brake parts plant owned by Aisin decimated its capacity to produce a P-
valve for Toyota vehicles. The company was the sole supplier of the part, and the
fact that the plant was shut down for weeks could have devastated Toyota's
supply line. The auto manufacturer ran out of P-valve parts after just one day.
Production lines shut down for just two days until a supplier of Aisin was able to
start manufacturing the necessary valves. Other suppliers for Toyota also had to
shut down because the auto manufacturer didn't need other parts to complete
any cars on the assembly line. The fire cost Toyota nearly $15 billion in revenue
and 70,000 cars due to its two-day shutdown, but it could have been much worse.

17. Kanban System diagram

18. “
The most dangerous kind of
waste is the waste we do not
recognize

19. Poka – Yoke is any mechanism in a lean manufacturing process
that helps an equipment operator avoid (yokeru) mistakes
(poka). Its purpose is to eliminate product defects by preventing,
correcting, or drawing attention to human errors as they occur.
Poka - Yoke

20. Poka - Yoke
Poka-yoke is a Japanese term that means "mistake-proofing" or “inadvertent error
prevention”. The key word in the second translation, often omitted, is "inadvertent". There is
no Poka Yoke solution that protects against an operator’s sabotage, but sabotage is a rare
behavior among people.
The concept was formalized, and the term adopted, by Shigeo Shingo in the 1960s as part
of the Toyota Production System (TPS). Shingo distinguished between the concepts of
inevitable human mistakes and defects in the production. Defects occur when the
mistakes are allowed to reach the customer. The aim of poka-yoke is to design the
process so that mistakes can be detected and corrected immediately, eliminating defects
at the source.
It was originally described as Baka–Yoke which means "fool-proofing" (or "idiot-proofing")
the name was changed to the milder poka-yoke.

21. Poka - Yoke

22. Poka - Yoke
Benefits of Poka Yoke implementation
▫ Less time spent on training workers
▫ Elimination of many operations related to quality control
▫ Unburdening of operators from repetitive operations
▫ Promotion of the work improvement-oriented approach and actions
▫ A reduced number of rejects
▫ Immediate action when a problem occurs

23. “
It's only the last turn of a bolt
that tightens it - the rest is just
movement

24. SMED (Single-Minute Exchange of Dies) is a system for
dramatically reducing the time it takes to complete equipment
changeovers. The essence of the SMED system is to convert as
many changeover steps as possible to “external” (performed
while the equipment is running), and to simplify and streamline
the remaining steps.
SMED

25. SMED
SMED was developed by Shigeo Shingo who was extraordinarily successful in helping
companies dramatically reduce their changeover times. His pioneering work led to
documented reductions in changeover times averaging 94% (e.g. from 90 minutes to
less than 5 minutes) across a wide range of companies.

26. SMED
A successful SMED program will have the following benefits:
▫ Lower manufacturing cost (faster changeovers mean less equipment down time)
▫ Smaller lot sizes (faster changeovers enable more frequent product changes)
▫ Improved responsiveness to customer demand (smaller lot sizes enable more flexible
scheduling)
▫ Lower inventory levels (smaller lot sizes result in lower inventory levels)
▫ Smoother startups (standardized changeover processes improve consistency and
quality)

27. SMED application in pit crew

28. Shigeo Shingo
Dr. Shingo Shigeo was perhaps the greatest contributor to modern manufacturing
practices. While his name has little recognition in the western hemisphere, his teachings
and principles have formed the backbone of efficient engineering practices. In applying
his experience and expertise in the field of industrial engineering, Dr. Shigeo was able to
provide a better way of life for both the operators and the corporations. His policies have
gained reputation through results in manufacturing among the companies that have
implemented these teachings

29. “There are four purposes of improvement: easier, better, faster, and
cheaper. These four goals appear in the order of priority”
Shigeo Shingo

30. THANKS!
Any questions?
Feel free to contact me at
dr.mohamed-helmy@outlook.com
+2 0122 570 8970