Japan's Kaizen strength is Monozukuri

Crises and the almost obsessive focus on the production (in Japan Monozukuri known) of Japan have made companies more competitive.

Kawasaki Chieko, 60, collects some of their Chinese porcelain plate on, in their Japanese restaurant near Ofunato.  Given the fact that Japan's debt first, mainly within the country, holds the second position of the world's largest creditor and third, has a tax rate of only 33 percent of GDP (in Austria, there are nearly 50 percent), the situation is not hopeless .

The late 1980s must have been a glorious time in Tokyo. Japan's export miracle was to the west is still in its thrall and flushed money into the coffers of companies and stock exchanges in the consumer money that has gone into real estate, investments and prestigious luxury trophies. At the height of the Japanese asset bubble was the imperial palace grounds in the center of the metropolis worth as much as the entire state of California wants it anyway-so the urban legend. And in December 1989, the Nikkei index reached with 38th 915, 87 points all-time high. "Only idiots and foreigners were not rich at that time," wrote U.S. journalist Karl Taro Greenfeld, who was stationed at the time in Tokyo, published in 1994 in his anthology "Speed ​​Tribes".

Business in Japanese.

The Japanese economic miracle of the postwar era had its origins in a national talent that is known in Japan as Monozukuri. The term can be roughly described as "making things" translate, and in fact, the achievements and performance of Japanese companies enriches the Western Business Administration and inspired, beginning with the logistics ("Just In Time 'supply chains), on production (the Kaizen principle, namely to promote a product in small increments), to personnel management (working in small teams, and continuous feedback from the shop floor to management). The active economic policy of the government in Tokyo, which promoted exports and imports with disabilities helped to further. Those readers who had studied in the 1980s and 90s at WU will remember for sure yet of the infamous non-tariff barriers in Japan, which were then covered in lectures. Japan's problems began in 1985 when it was fixed in New York, the "Plaza Accord". The agreement regulated the relations between the U.S. dollar, yen and Deutsche mark and led to a new appreciation of the Japanese currency. The external value of the greenback was halved within two years and Japan's products were on their most important market suddenly more expensive. To compensate for the decline in foreign demand, Tokyo relied on domestic investment and thus inflated a housing bubble of gigantic proportions, whose collapse in 1991, the Japanese economy has not recovered to this day, as clearly illustrated in the above-pictured fever chart of the Nikkei .

Up and down.

A Kaizen Must: Safety first

The company ThyssenKrupp VDM sees sustainability as an integral part of corporate culture. And this applies not only to the products, but also for the safety of employees. "They all work together to ensure that no employee had an accident at work," assured Klaus-Peter Henning, CEO of Stainless Global business area. He has the work in Altena yesterday to the Safe Award 2010th

This prize was awarded for the third time, the Altenaer got him a second time, "It's sensational," said Hennig. With the Safe Award should work to enhance security in the workplace, and do so sustainably, he said.

Two-thirds of the accidents that happen in Altena, are cuts, affecting hands and arms. Then set them in the project group, with the Kaizen method. Kaizen was developed in Japan and means Kai same change, change, like Zen for the better - is central to this philosophy, the quest for continuous improvement. In economics, the concept of a management system has been developed. "We asked ourselves how we can make with this methodology, the Occupational Safety and founded an interdisciplinary team," said the deputy plant manager Dr. Jan Jürging. There were problems described and ideas for improvement have been collected. Some measures were then transposed directly, for the others had been set targets. Everything was recorded, "every little impairment, any small scratch or a speck of dust in the eye".

MALYMPEX CUP 2009 will remain in Munich!

As was the highlight of City Challenge, the cities Munich vs competition. London 2009 decided by a draw in regulation time in extra time in the category of point fighting between Jay Elmes and Sebastian Meyer 6-5 points for the martial arts schools in the Munich Allianz East.
Thus, the Cup will remain this year in Munich, thanks to this success, the teams involved in Tangsoo-Thu from Gymnastics & Sports Association Ismaning Association, "the scorpions" by led by Johann Grimmer, the Taekwon-doin of Self Defense Germany conduction system of the Grand Master of karate and Gregory Huss TOWASAN Munich under the direction of Sensei Tobias Warzel. If you want to admire the two trophies in 2008 and 2009, this can be in the shop window in the forest SELF DEFENSE Truderinger GERMANY Taekwondo School, 10 Usambarastrasse do.
Our great respect goes to the teams of Kaizen Ryu London under the direction of Sensei Indran Tanabalan and Marie Annonouevo, Ryu Seitou London under the direction of Sensei Richard and Caroline Gregory, EW Have awarded taekwondo, London, led by Williams and the master Eroll mehrefache world and European champion Emma Elmes Elmes Emma and Jay Elmes Martial Arts School on account of their great achievements in this competition a high level.
As part of this year's Open League MALYMPEX competition were held over two days fighting between different styles and styles with this addition to the English team were also participants from Austria, Italy and Switzerland. Had competed in this prestigious event which also European Champion, multiple World Champion and German Champion, could provide members of the Taekwondo Self Defense Germany proving their class. In almost every discipline of the fighters could see Germany Self Defense on the podium. The highlight of the tournament were the showpiece of Emma and Jay Elmes of the Silver Dragons on Saturday afternoon and the course of action Hollywood star Karen Sheperd 15 clock, could learn the steps, such as action scenes are filmed in Hollywood and asked. In particular, the kids were fired up for the striking actress who played in many films but also TV series starring. In addition, her acting agency MARTIAL ARTS PLAYERS for Action Starring one of the largest and best known in Hollywood.

The constant change in the assembly

Lean expert Hitoshi Takeda guest at the Annual Meeting Management
Circle "Assembly 2012" in Stuttgart
Assembly 2012
Marktheidenfeld, 04.11.2011, Installation, set the pace of production
and the final link in the product development process, is due to the
high proportion and variety of complex mechanical processes as a
costly link in the chain of production. The challenges: Long set-up
and processing times, confusing material buffers on the lines,
inadequate implementation of the one-piece-flow, and ever-increasing
demands on the skills of employees. Against this background, discusses
the eleventh Annual Meeting Management Circle "Assembly" on 7 and 8
February 2012 in Stuttgart probate strategies and new ways of Lean
Production. A guest from Japan, Hitoshi Takeda, the founder of the
synchronous production system. In his lecture on " Installation in
constant change "is dedicated to the Lean expert current issues
surrounding the impact of team structure on the organization of the
assembly, the change from individual to team-based Kaizen activities
as well as the Low Cost Intelligent Automation (LCIA) in the assembly.

The other meeting agenda to determine best practice articles and
specialized forums, including the move seminal issues such as energy
efficiency, demographic change, innovative logistics concepts and
Toyota's improvement and coaching kata in the focus. And outlooks
among the things Anton Deiss (Plant Manager, B. Braun Melsungen AG),
Dr. Lutz Angels (Technical Director, Seidel GmbH & Co. KG), Gerhard
Bast (Managing Director, Viessmann Werke GmbH, Allendorf), Thomas
Ottitsch (Factory Technology, Alfred Kärcher GmbH & Co. KG), Florian
Cuipers (Inhouse Consulting Manufacturing / production-oriented value
system, BMW Group) and Kersten Bachmann (Production Director Airbags &
Electronics, Takata-Petri AG).

Rounding out the event on the second day with tours of the factory in
Sindelfingen, Daimler AG and the work of Feuerbach by Robert Bosch
GmbH

Lapp to set on kaizen improvements in cable production

Lapp is the first manufacturer to kaizen improvements in cable
production. Within two years have been achieved efficiencies of around
10% in manufacturing.

Modern cable production: Always be oriented to the needs of the
customers making the cable more flexible and efficient.

The concept and philosophy of kaizen from Japan. Kai stands for
change, change, Zen means "for the better" - that "change for the
better."

The topic has been a continuous improvement process in the 1990s by
James P. Womack and Daniel T. Jones and others in the book "The
Machine That Changed The World" was published and thus made accessible
to the Western Hemisphere. The reference is then as now, lean
manufacturing to the Japanese car manufacturer Toyota.
Avoid wastage

Kaizen is nowadays usually subordinated to the concept of lean
management (lean management), which covers the principles of thought,
methods and procedures to streamline the value chain. The method is an
important component in many industrial companies (especially in the
automotive industry) and is essentially aimed at an efficient
organization.

The basic approach is the idea of ​​waste (Muda) to avoid. These are
as overproduction, high inventory levels, errors, old technology, long
transport distances or periods of downtime. Cleanliness and clarity in
the workplace are basic requirements. After it was copied in the early
days, in principle, only Japan can be prosecuted in Europe today to
decide the approach is flexible, which affects lean and where does
lean not work.

An eventful day in the precast concrete plant

Employees and their families celebrate in October, the "second Family
Festival "with concrete Kemmler
Together we have made it, "general manager Martin Kemmler concrete
thanked Heimrich his staff for an outstanding year.
Kemmler happy. Was the senior partner of the family business, it can
not assume that employees and their families are called to personally
welcome. With the award of "Top 100" award, the jury praised the
product and process innovations of the precast concrete plant.
Concrete Kemmler was the "kPark"

and the "kPort" provided in a range for true innovation, which it
otherwise only relatively few of them admit, praised Kemmler.
"Your support is important for us and not self-evident"
"Together we have made it," general manager Martin Kemmler concrete
thanked Heimrich his staff for an outstanding year. After the one in
2010 due to the economic crisis had to struggle with difficulties in
the market, run it again in 2011, well off here. "The development is
encouraging," says Home Rich, "we can be with 2011 so far very
satisfied."
Heimrich use the second family hard to pronounce especially thanks to
the domestic partners of its employees: "Your support is important for
us and not always self-evident." For this reason, the company had on
Saturday the 15th October 2011, the second time invited to a feast
with the relatives. 2009 this idea had on the opening exhibition of
the garage and the 125-year-old celebrated the premiere group of
companies.
"It was at that time very well," said Heimrich. This time the program
was even more extensive. Were again invited all employees - including
many who were already retired - and their families. Around 400 people
responded to the invitation. She expected a four-hour program for
young and old, that made no room for boredom. After being greeted at
home by early afternoon Rich and Kemmler first tours were for members
of the production of concrete Kemmler.

lean initiatives

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