On-site Kaizen in the Materials Business Unit and Industrial Products and Materials Business Unit

Some time ago, I listened to a report about on-site improvements at the Materials Business Unit and Industrial Products and Materials Business Unit, both located within the Komaki Head Office and Plants.
I sometimes visit the plants of affiliated companies, including those in Japan and overseas, and of course I visit the manufacturing sites within the Komaki Plants by myself all year round.
This time, since the content was planned by the Production Function　Headquarters, it was an opportunity to hear various reports on site.
I always look forward to hearing about how you noticed issues and what ideas you used to make improvements.
There are many things that can only be understood by talking with everyone in the factory and checking actual things on the actual spot.
In this issue, I would like to introduce two cases of Kaizen among many reports.

Industrial Products and Materials Business Unit

One of the major issues raised by the Industrial Products and Materials Business Unit was the high level of energy consumption.
As mentioned in 2029V, in working on energy-saving activities to reduce CO2 emissions by 30% (compared to FY 2018), we identified the power consumption and CO2 emissions of each facility and thoroughly eliminated waste.
This report shows that both electricity and CO2 emissions were reduced by more than 15% (compared to FY 2018), and costs were also significantly reduced.
The reduction of CO2 emissions through optimized operation of equipment and other measures was the result of sharing improvements of efforts by the Automotive Anti-Vibration Business Headquarters and Fine Elastomers Business Unit.

Materials Business Unit

The Materials Business Unit introduced us to a comfortable work environment.
Until a few decades ago, this Business Unit was known as the 3Ks (hard, dirty, and dangerous) and was a workplace where men were mainly active.
One of the priority issues to be addressed in 2029V is “improvement of workplaces so that diverse workforce can handle their work,” and they have been promoting the sorting of materials into smaller portions and the automation of materials input.
One of the reasons for this improvement was the assignment of a female worker. There were operations where they were unable to perform movements that had previously been not problems (not enough high to reach) or they were unable to remove containers from shelves by hands (the containers themselves were large and heavy).
In fact, the container itself used to weigh 2 kg, but the weight was reduced to 690 g, making it one size smaller, making the job easier for everyone.
I was also able to listen to the report with a good feeling when I saw a workplace that did not get dirty and was always clean, such as by quickly sweeping up with a broom in the spare time.
Please maintain a comfortable workplace where workers can follow up with each other, not only because they are women but also in case someone has to take a sudden leave of absence, and aim for a new 3K (light, clean, and easy) factory.

What I have conveyed to them.

Please promote information sharing within the Sumitomo Riko Group to enhance synergy.
Yokoten (sharing improvements) is one of the strengths of our Group.
If you find something that is difficult to do or difficult to work on, not only within the plant, please keep bringing it up.
There is no end to Kaizen, so I would like you to challenge new things “without being bound by past concepts” and use them as a path toward achieving 2025P and 2029V.