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  • 【Yellowfin Japan Co., Ltd.】 By introducing Yellowfin, we will reduce the time spent on labor management by about 600 hours a year, which will lead to a reform of working style

【Yellowfin Japan Co., Ltd.】 By introducing Yellowfin, we will reduce the time spent on labor management by about 600 hours a year, which will lead to a reform of working style

Yellowfin Japan Ltd. The time spent on labor management can be reduced by about 600 hours a year, which will lead to a change in working style, by introducing Yellowfin. ………………………………………………………………………………………… Yellowfin Japan, a global vendor of BI / analysis software (Head office: Chuo-ku, Tokyo, CEO: Glenn Raby, hereinafter Yellowfin Japan) is a global manufacturer of integrated automotive parts, including transmissions, brakes, and engine parts. We will introduce an example of introduction to Aisin Seiki Co., Ltd. (Head office: Kariya City, Aichi Prefecture, President: Iseki Kioki, hereinafter referred to as Aisin Seiki). Aisin Seiki Co., Ltd., which is expanding its business globally as a comprehensive auto parts manufacturer, including transmissions, brakes and engine related parts. Currently, in addition to automobile parts, we are engaged in various businesses such as living and energy related. Yellowfin was introduced in 2018 to reduce labor management time at one of Aisin Seiki’s domestic plants and at its industrial plant and to visualize the total working hours of all employees working at the plant. Operation has started from the end of the year. Labor management time is expected to be reduced by 600 hours a year, and from now on it is expected to be a tool that can contribute to work style reform by utilizing it in further fields such as cost control and defect management. ———————————– Aisin Seiki Co., Ltd. In 1965, Aichi Kogyo and Shinkawa Kogyo merged to form Aisin Seiki. The basic philosophy is “quality first.” Currently, as a comprehensive auto parts manufacturer, Toyota provides auto parts to finished car manufacturers around the world, including Toyota Motor Corporation. In addition, we are engaged in the development and manufacture of household sewing machines, housing equipment and equipment, beds and sleeping products that have a 60-year track record in the housing and living related industries, and energy system products such as gas heat pumps and gas cogeneration in the energy related products. ———————————–
■ Focus on incidental work and consider man-hour reduction A moving tool that is indispensable to our lives, automobiles. Automobiles consist of about 30,000 parts including small parts such as screws, and many of them are manufactured by large and small parts manufacturers. Aisin Seiki is a comprehensive parts manufacturer that develops and manufactures important parts that make up the powertrain area, the driving safety area, the car body area, and the information and electronics area and vehicles. To develop and manufacture these parts, the company has set up plants in 11 locations in Japan. One of them, Koki factory manufactures molds for making aluminum die-cast products such as automatic transmission cases. “The Koki factory is smaller than Aisin Seiki, and has approximately 200 employees.” This is Mr. Yosuke Takeshita, General Manager, Technology Development Division, Quality and Technology Group, Koki Plant, Aisin Seiki Power Train Products Division. At Japanese manufacturing sites, improvement activities are constantly being carried out to make better things more efficient. “Even in our factory, we have been working on reducing the number of man-hours for mold design and improving processing time, etc. However, even if we are working on improvement there, it will lead to significant man-hour reduction. It has become difficult, so we decided to work on work other than direct mold making, so-called improvement of incidental work “(Takeshita) [Image 1: https://prtimes.jp/i/18889/23/resize/d18888-23-496381-0.png] Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Mr. Yosuke Takeshita Manager, Technology Development Section, Quality and Technology Group Among incidental work, Mr. Takeshita’s attention was the work to collect and organize figures such as labor management and man-hour management. “In each factory, labor management is essential so that employees can work properly, safely, comfortably and healthily in accordance with the law. Therefore, we summarize the total working hours and overtime hours of each employee, working on holidays, etc. for each department, The safety management department is working on putting together as a report.In a large factory, I thought that I would like to make it more efficient for troublesome work, as sometimes dedicated personnel are assigned. ” And Mr. Tatsuya Nakane, IT Development Section, Technology Development Section, who is currently involved in dashboard development. There was also a similar situation for man-hour management. Because mold production is one-piece production, every time the mold changes, each department gives how many hours it took in each process of design, manufacturing, and inspection, but the total value and the number it has in the factory It was not uncommon to disagree. If the numbers don’t match, it takes a lot of work, such as recalculating the aggregation. [Image2: https://prtimes.jp/i/18889/23/resize/d18888-23-928120-1.png] Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Mr. Tatsuya Nakane, IT Development Section, Technology Development Section, Quality and Technology Group
■ Work on visualizing numbers with BI tools Isn’t it easier to work by creating and centrally managing a DB? When I was thinking about that, “I knew the existence of BI tools,” said Nakane as follows. “We compared 30 products and considered whether they would meet our requirements” (Mr. Nakane) There are three major requirements listed by the company. First, it is easy to use, secondly, security considerations such as permission settings, and third, inexpensive license fees. “Yellowfin met all three requirements,” Mr. Takeshita. In addition to this requirement, Nakane says, “I also checked the world market share and popularity.” Then, I narrowed down to 8 products, spoke to each company, and tried the demo version. I finally decided to introduce Yellowfin: “It was used by a company with whom we have a job. The Yellowfin business has the opportunity to actually talk to that company. I did not hear a detailed story about how it was used, but it led to a sense of security, ”said Nakane. The decision was made in July 2017. First, I worked on creating a dashboard for labor management. “I just struggled,” said Nakane. Mr. Nakane and others can not access the attendance information of all the Koki plants because the labor management system is managed as a company-wide system. So we started by interviewing and examining what data we are using for the people in charge of working in each department. “In our factory, there are regular workers from 8:00 to 17:00, and those using a flextime system and manufacturing staff have various working forms such as day work and night work, and also work Depending on the form, the data may be different, “said Nakane. In addition, although the qualification for annual paid leave is managed on a yearly basis, annual leave itself is an annual management, etc. “Anyway, how can we provide just enough data for labor management at a factory? I wondered if I could do it, “said Nakane I will look back.
■ Reduced about 600 hours of time spent on tabulation work Repeat trial and error, and take 2-3 months to create a labor management dashboard. Since the end of 2018, labor management in Yellowfin has become possible. “With the introduction of Yellowfin at work, we have reduced 552 hours a year, and the safety management section has been carrying out work-in-use meetings and other meetings of the entire factory, and it has been carried out annually. With a total of 600 hours of data aggregation and reporting time reduction, Yellowfin can be used as a tool to realize a change in working style, and the company can expect to reduce it by about 48 hours. Also make a proposal ”(Takeshita) In addition to labor management, we have also created a dashboard for mold manufacturability control, cost control, and defect management, and “The utilization is from now on, but the time spent in counting and reporting figures also in these fields I want to reduce it, “says Takeshita. This initiative at the Koki factory has attracted attention in other departments, and “The department of resin molds and machine tools that were divided due to organizational change last year said that they want to operate, and that they are also interested in other factories I can hear my voice, “says Mr. Takeshita. Of course, there are many voices in the Koki factory saying “Let’s make Yellowfin’s dashboard easy to see”, but “I just made it more visible, so I do not think that I really understood Yellowfin’s true goodness By using Yellowfin for analysis, I think you will see unnecessary points and improvement points in the past work, “says IT development chief, Mr. Kazutoshi Niimi.
■ It is essential not only to introduce tools but also to review business operations However, there are a lot of challenges to realize it. For example, Yellowfin’s cost control dashboard is currently being created, and it can be used to make optimal procurement possible. However, there are some parts that are procured in a set, and the unit price per unit is not clear. “To what extent will we maintain the underlying data, including such things? I think that will be a future task” (Mr. Niimi) If the data are maintained, not only optimal procurement but also optimal planning and optimal staffing will be possible. “We want to realize such a place in the future and contribute to management” (Mr. Niimi) [Image 3: https://prtimes.jp/i/18889/23/resize/d188989-23-11212189.png] Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Quality and Technology Group Technology Development Section IT Development Section Chief Mr. Kazuyoshi Nii There are other challenges as well. To really improve incidental work, it is also important to review the work, Takeshita says. “It’s also an issue from now on to make it possible to think about what needs a dashboard for visualization, what to do by visualizing it” (Mr. Nakane) It is because I think that it is the role of the IT department to make such a culture take root and lead to a real improvement, and to support it with IT. In fact, it is said that the threshold for using Yellowfin is decreasing, as the collaboration function of Yellowfin is frequently used mainly in young people at the same factory. “The point is that we set the formal means of in-house communication to the collaboration function of Yellowfin, but it seems that young people are able to use SNS-like feeling. If the dashboard also penetrates as a formal means of report submission, it will be used more I think it will go on. “(Takeshita) Aisin Seiki Koki Plant is working to improve numbers by visualizing numbers using Yellowfin. To expand the results to other departments, further technical support from Yellowfin’s partner NTT Technocross is also essential. The utilization and spread of Yellowfin at Aisin Seiki Koki factory is now in production. [Image 4: https://prtimes.jp/i/18889/23/resize/d18888-23-492940-3.png] “The introduction of Yellowfin reduces the time spent on data aggregation and reporting for about 600 hours a year. We believe that it can be used as a tool to realize how people work.” Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Quality Technology Group Technology Development Section Manager Mr. Yosuke Takeshita “I am now in the process of visualizing the numbers, but I think that if Yellowfin can be used for analysis in the future, I will see useless things and improvement points in the work so far.” Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Head of IT Development, Technology Development Section, Quality and Technology Group Mr. Kazuyoshi Niimi “It will be a challenge from now on to establish a culture that thinks about what to do by visualizing. Aisin Seiki Co., Ltd. Powertrain Products Division Koki Plant Quality Development Group Technology Development Section IT Development Section Mr. Tatsuya Nakane Company name: Aisin Seiki Co., Ltd. Head office: No. 1 2-chome Asahicho, Kariya, Aichi Prefecture Representative: President and CEO Kiyotaka Ise Established: August 31, 1965 www.aisin.co.jp/ Company name: Yellowfin Japan Ltd. Head office: 11-8 Nihonbashi Koamicho, Chuo-ku, Tokyo Representative: Representative director CEO Glen Rabie (Glen ・ Raby) Established: October 2014 yellowfin.co.jp/

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