7 - Yasuyuki Ikeda (AG!) - 26 TOCPA - Japan - 19 May 2016 - Eng-Upgr

26th International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
19-20 May 2016, Fukuoka, Japan
TOC
Our Continuous Growth with TOC

Yasuyuki Ikeda,
Asahi Glassplant Inc. (AG!), Japan
19th May, 2016

Yasuyuki Ikeda
2008
64
2010 SDBR
CCPM
2011
PROJECT FLOW2011
2014720151
Mr. Oded Cohen, Ms. Jelena Fedurko TOC
Yasuyuki Ikeda is the CEO of Asahi Glassplant Inc., and is also the
chairman and the president of group companies in Japan and overseas.
He decided to implement SDBR into Production department of Asahi
Glassplant Inc. and Asahi Semicon Inc. in 2010, and moved to CCPM
implementation into Engineering department in 2011.
These implementations brought great results of significant
improvement of on-time delivery and lead time reduction, and were
presented at PROJECT FLOW2011 in USA.
yasuyuki.ikeda@agi.co.jp
He acquired a historic glass plant in Switzerland in July 2014 and has

been working on TOC implementation with the help of Mr. Oded Cohen
and Ms. Jelena Fedurko since January 2015.
www.tocpractice.com
26th International Conference of the TOC Practitioners Alliance - TOCPA
Agenda
Company Overview
Background
Implementation Results
Business Strategy with Operational Excellence
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Company Overview
Company NameAsahi Glassplant Inc.
Head Office : 1978 Takahama, Arao-City, Kumamoto-Pref. 864-0025 JAPAN
EstablishedApril,1950 in Omuta City
Business outlineManufacturing and Selling Scientific Glassware, and Glass
Processing Equipment.
Capital : 100 million JPN Yen
Company Area : 40,950 sqm
Gross floor area : 5,613 sqm
No. of Employees : 178
Certifications : ISO9001:2008, ISO14001:2004
(Head office/factory, Kumamoto branch)
Head Office
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Organization
Financial
Control
Sales
Glass
production
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Production
Design
Quality
Assurance
Strategic
Planning
Product
Development
Assembly
Our Products
Laboratory glassware
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Our Products
Expensive
Platinum label
Price
Gold label
Blue label
Service range
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Blue label
Unit items (Standard items)
Gold label
Custom made items
Platinum label
Engineering solutions
Wide
Our Products
Blue label series
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Our Products
Gold label
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Platinum label
Our Products and Services provide values

for various areas
Laboratory
Industry
Standard
Custom made
Borosilicate glass 3.3 processing
AG! Safety
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Quartz glass processing

BS EN 1595:1997
ISO 3585: 1998
ISO 3586: 1976
ISO 4704:1977
ISO 14001:2004
ISO 9001:2008
10
10
Modes of Supply
SDBR
Design
Production
Div.
MTO : Make to Order

MTS : Make to Stock
MTS
Shipping
MTO
Shipping
MTO
Assembly
(Parts Manf)
Engineering Div.
Shipping
Erection &
Commissioning
ETO : Engineering to Order
CCPM
Procurement
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11
Agenda
Company Overview
Background
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12
Problems in Glass Production
We have very limited ability to accept customers

request for short delivery.
Stocks are not always available when needed.
We often struggle to work on big batch orders.
Too much overtime.
Were just too busy meeting our commitment of

on-time delivery while we are compromising our
Responsiveness (Speed and Flexibility).
We cant expect getting more orders..
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13
Problems in Engineering
A lack of capacity leads to losing orders.
Poor completion rate of New Product Development

(NPD) projects.
Engineers overtime is excessive.
Were just too busy working on immediate tasks

while we are compromising both current and
future sales.
We cant expect getting more orders..
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14
Our Fundamental Thought

We cant reach our goal
if we continue our current operation..
Is there any good way?
We met The goal

We want to manage based on
good logical reasons
We need to establish a new management system
in which all the individuals are harmonized with
the whole company.
www.tocpractice.com
15
TOC Implementation Timeline
Financial
Control
Quality
Assurance
Production
Sales
Glass
production
Design
Asahi Semicon Inc. /

Quartz glass production
Assembly
2010
4
Apr
5
May
6
Jun
7
Jul
8
Aug
2011
9
Sep
Implementing SDBR into

Glass Production
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Strategic
Planning
Product
Development
10
Oct
11
Nov
12
Dec
1
Jan
2
Feb
3
Mar
4
Apr
Implementing SDBR
into Quartz glass
production
(Group company)
5
May
6
Jun
Implementing
CCPM into
Engineering
16
7
Jul
Agenda
Company Overview
Background
www.tocpractice.com
17

Glass Production Div.
Financial
Control
Sales
Production
Glass
production
Design
Quality
Assurance
Product
Development
Strategic
Planning
Assembly
Release date
PB size
Buffer status
Color Priority System

through Buffer management
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18

Glass Production Div.
Production Lead time
Financial
Control
Sales
Production
Glass
production
Design
Quality
Assurance
Product
Development
45%
Reduction
Strategic
Planning
Before
5.6
d
Assembly
4.1
d
After
3.1
d
Now
days
Production Lead Time
www.tocpractice.com
19
Implementing CCPM into

Engineering Div.
Financial
Control
Sales
Production
Glass
production
Design
Quality
Assurance
Product
Development
Strategic
Planning
Assembly
Set Full-kit point in front of assembly

and start assembling only after all
parts prepared
Daily task update meeting by

using Concerto software
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20

Engineering Div.
Completed Projects
(Throughput)
Financial
Control
Sales
Quality
Assurance
Production
Glass
production
Product
Development
40%
Increase
Strategic
Planning
Before
Design
Assembly
13
FY2012
18.3
After
Now
# of completed projects per month
Cumulative # of Completed Projects

FY2011
16.3
FY2013
FY2014
FY2015
Problem with Sustainability. Multitasking happened

again. We asked Juntos to help re-building CCPM.
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21

Engineering Div.
Project Cycle Time
Financial
Control
Sales
Quality
Assurance
Production
Glass
production
Design
Assembly
Product
Development
50%
Reduction
Strategic
Planning
Before
50d
30d
After
25d
Now
Project Cycle Time
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days
22
Agenda
Company Overview
Background
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23
More and More Sales with

Same Resources
Sales (2014-2015) is increased by 99% compared to 2007-2008.
While number of people in Production is almost same (80
82).
Historical sales of in-house products
Start TOC
www.tocpractice.com
24
Competitive Edge
Developed by TOC
SDBR enhanced our ability to accept customers request
for short delivery orders.
CCPM enhanced our ability to complete NPD projects that
we have launched our new products with more worth,
more competitive price/specification and timely into the
market.
Our profitability (MQ=Throughput) was significantly
improved by increasing sales of in-house products the
margin of which is much higher than purchased ones.
www.tocpractice.com
25
Requirements for POOGI

The critical points for successful TOC implementation:
(No success without these elements!!)
Working assumption: TOC can help your business requirements.
1. Strong support by CEO

2. Strong support by operation managers
3. Confidence in TOC and your colleagues, and
never give up!!
www.tocpractice.com
26

7 - Yasuyuki Ikeda (AG!) - 26 TOCPA - Japan - 19 May 2016 - Eng-Upgr

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

19-20 May 2016, Fukuoka, Japan

He acquired a historic glass plant in Switzerland in July 2014 and has

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Unit items (Standard items)

Custom made items

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Our Products and Services provide values

Borosilicate glass 3.3 processing

Quartz glass processing

26th International Conference of the TOC Practitioners Alliance - TOCPA

MTO : Make to Order

ETO : Engineering to Order

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Problems in Glass Production

We have very limited ability to accept customers

Stocks are not always available when needed.

We often struggle to work on big batch orders.

Too much overtime.

Were just too busy meeting our commitment of

26th International Conference of the TOC Practitioners Alliance - TOCPA

A lack of capacity leads to losing orders.

Poor completion rate of New Product Development

Engineers overtime is excessive.

Were just too busy working on immediate tasks

26th International Conference of the TOC Practitioners Alliance - TOCPA

Our Fundamental Thought

Is there any good way?

We met The goal

26th International Conference of the TOC Practitioners Alliance - TOCPA

TOC Implementation Timeline

Asahi Semicon Inc. /

Implementing SDBR into

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing SDBR into

Color Priority System

26th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing SDBR into

Production Lead Time

26th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing CCPM into

Set Full-kit point in front of assembly

Daily task update meeting by

26th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing CCPM into

# of completed projects per month

Cumulative # of Completed Projects

Problem with Sustainability. Multitasking happened

26th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing CCPM into

Project Cycle Time

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

More and More Sales with