The SSJ approach to manufacturing
We are a group of international experts in
manufacturing innovation. We know how to
implement streamlining operations using JIT,
lean production, simultaneous engineering,
TQC/TQM, SMED, TPM, pokayoke,
autonomation and other improvement
techniques. We help our clients apply these
techniques in pursuit of their business goals.
We implement them according to a game plan
based on our client’s priorities and constraints,
in such areas as productivity, flexibility,
quality, or equipment availability.
By working in many factories over the years,
we have observed recurring patterns both in
technology and in human behavior. This
experience has coalesced into a set of guiding
principles that we use to help our clients set

 Visibility of operating conditions and
 production plans are the hallmark of a
 productive plant.

1.Visibility. Equipment status is visible
even from afar, defects stand out, and
production instructions are clearly displayed.
No excess WIP blocks the view, and materials
handling has been streamlined. Work areas
are clean, orderly, and well marked.

 In the age of operator-machine systems,
 operators are the determining factor of
 output, productivity and quality.
2. Operator-machine balance. Analysis of
operator work content is essential. No
machine will run properly unless instructions
are given to operators, with proper training
and regular updates. 

 Operator involvement in improvement
 projects is essential to success.

3.Operator involvement. Only machine
operators know the details of their problems.
The projects we recommend typically do not
require heavy investments but rather small
groups implementing simple changes with
small budgets, based on their own ideas but
with large cumulative effects. 

 We help our clients focus on internal
 causes of inventory accumulation.
4.Inventory management. Inventory accu-
mulates due to several causes acting in
・ Work in process buffers are used to
 alleviate capacity shortfalls.
・ Production planning assumptions of long
 lead times are self-fulfilling.
・ Long changeover times force long
 production runs.
・ Inefficient distribution and logistic systems
 need inventories at various locations.
Unlike market forecasts, production capacities
and process flexibility are internal factors that can
be acted upon.