2005 Volume 91 Issue 9 Pages 739-743
Kudamatsu plant projected the three-year mid term managerial program in 2002, promoting the integration and reorganization of subsidiary companies and reviewing the material and supplemental material procurement operation.
As a part of this program, manufacturing for packing material and packing operations, which work had been so far divided into 6 subsidiaries, were integrated and entrusted to a newly founded single company. Then we tied up S.C.M. (Supply Chain Management) with it.
Practically, packing operation was not involved in production control system. That is the reason some troubles frequently occurred, such as delivery delays due to the packing stagnation and the conflicting imbalance between the production and the packing operational flow.
Therefore, along with S.C.M. construction, packing operation was included into the production control system in which overall reformation was being made at the time.
Our purpose was to establish a system of manufacturing and packing section that can link together in the time scheduling.
Integration and reorganization of subsidiary companies started in October 2002. Packing control system started in October 2004, and now demonstrating noticeable results such as labor saving in packing worker, improvement of material flow, packing productivity, and delivery date achievement level.
