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Experience Authentic TPS: Japanese Lean Production Training Program Concludes Successfully

From September 14 to 21, 2025, the "2025 Japan Lean Production Training Program," was successfully held. Co-hosted by e-works and GPS,the 8-day training program adopted a three-in-one model of "theoretical analysis," "benchmark enterprise visits," and "dojo training," comprehensively helping enterprises build practical core capabilities in lean production.
 
Theoretical Lectures to Clarify Direction
Kaizen experts with decades’ years in Toyota Group factories, including Mr. Akiken Hyodo, Mr. Tatsuya Kaji (an expert in Toyota Production System promotion and factory logistics improvement), and Dr. Guangxin Yang (a lecturer at the Toyota Lean Research Institute), jointly provided in-depth interpretations of the Toyota Production System (TPS) for the participants. Through their easy-to-understand explanations, the participants not only gained a deep understanding of the core significance of "Just-in-Time (JIT)" and "Jidoka (Automation)" but also clearly mastered the practical paths for their implementation:
On one hand, "Just-in-Time" can be achieved by eliminating waste and adopting pull production; On the other hand, "Jidoka" is achieved through human-machine collaboration, which generates key production data. This data further provides an objective basis for the scientific advancement of the Plan-Do-Check-Act (PDCA) cycle, forming a closed loop for continuous improvement.
 

 Mr. Tatsuya Kaji and Dr. Guangxin Yang sharing the TPS production method
 
 
Mr. Akinori Hyodo and Dr. Guangxin Yang sharing lean concepts
 
Three Benchmark Factory Visits
The training program led participants to visit three benchmark enterprises, exploring the Toyota Production System from different dimensions.

The first stop was SUZAKI, a seat frame supplier for Toyota Gifu Body. Here participants witnessed firsthand how the Kanban system drives efficient collaboration across the entire factory and how Poka-Yoke (Mistake-Proofing) is seamlessly integrated into every production process. What particularly impressive was the factory’s achievement of die change time which was compressed to the amazing limit of "one second" through continuous improvement.
 

Kanban circulation experience
 
The second stop was AVEX, which specializes in high-precision machining. AVEX has over 40 years of experience in flexibly applying TPS. Facing fierce competition, the factory regards "waste elimination" as a survival principle—while ensuring the competitiveness of product prices, it controls costs through a unique way, which is purchasing a large number of used machine tools and carefully calibrating them to fully meet high-precision machining needs, significantly reducing investment costs. During the visit, participants not only learned about its outstanding high-precision machining technology but also gained in-depth insights into its unique methods in talent development, quality management, and production line improvement, learning practical skills to save time, reduce labor, and eliminate waste.
 

Participants exchanging ideas in AVEX’s meeting room
 
Finally, participants visited T&K, the internal logistics center of AISHIN. This visit helped them deeply understand the key role of "Just-in-Time logistics" in lean production. Through efficient logistics management, the T&K Center successfully achieved inventory minimization, effectively eliminating tension, waste, and Mura (Unevenness) in the production process, and providing solid support for the stable and efficient operation of the entire production system.
 
Dojo Training to Enhance Practical Skills
While visiting, participants also conducted practical training in different scenarios at each enterprise. In the Kanban Dojo, participants worked in groups to master the circulation rules of Kanban, identify bottleneck processes in production, and reasonably adjust the allocation of production resources to match the production capacity of each process with demand, thereby improving overall production efficiency. This also allowed participants to further experience how internal and external logistics of the factory are closely connected to on-site production.
 
After the dojo training at the three factories, participants were divided into groups to discuss production-related problems faced by their own enterprises. Under the guidance of the instructors, they analyzed the root causes of bottleneck processes and initially formulated improvement plans.
 

Participants optimizing processes through observation, practice, and reflection


Participants discussing solutions to production bottlenecks based on their own factories’ problems
 
Over the 8-day training, under the guidance of GPS experts, participants completed the transformation from traditional managers to lean thinkers, embedding the lean DNA of "waste elimination + continuous improvement" in their minds. Through refined production process management, problems can be found and eliminated in traditional production management—such as resource waste, uncoordinated production processes, and unstable quality, making the production process more efficient, standardized, and reliable.
 
The most inspiring insight from this trip was witnessing the "wisdom" of Japanese factories: they do not blindly pursue investment in equipment and information systems; instead, they focus on "people" and "details." By cultivating employees’ keen observation skills and continuous improvement capabilities, they have developed a low-cost, high-efficiency lean path—providing the most valuable model for all enterprises pursuing excellence.
 

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