Ritsuo Shingo will share his perspective from all the experiences of his long life in the Automotive Industry, with over 40 years experience in the Toyota Management System, in different leadership roles.
Participants will have the opportunity to access first hand information about Lean leadership and the best practices for a successful culture development.
The workshop will deal with TPS principles applied to manufacturing environments, which has a highly dynamic approach, with over 70% of the time in shop floor real application.
Ritsuo Shingo: Former Executive President Toyota China & Hino Motors
- Ritsuo Shingo started his career with Toyota Motor Company in 1970 and retired in 2012.
- His father, Dr. Shigeo Shingo is a renowned expert in improving manufacturing processes, who helped to develop many aspects of the revolutionary manufacturing systems which comprise the Toyota Production System.
- He helped in the start up of five Toyota manufacturing plants outside Japan.
- Ritsuo Shingo spent more than 13 years in various roles at Toyota in Legal, Public relations and purchasing departments.
- He spent 5 years in the US, starting up Toyota Detroit Office as a purchasing agent and at Toyota Motor Kentucky.
- He worked also at Toyota Motor UK and then returned to the China Dept. in Japan.
- In 1998, had newly established the Toyota first Joint Venture in China, “Sichuan Toyota Motor” and became the first president of the Joint Venture.
- In 2007, had newly established the Joint Venture between Hino Motors and Guang-Qi Motors and became the first president of the Joint Venture.
Feedback on the recent gemba practices
I can say that it was the first time I participated in a real Lean manufacturing workshop. I absolutely loved to be part of Ritsuo Shingo training, this opportunity strengthen my confidence and motivated me even more to give our best in facing the new challenges. Ritsuo Shingo is definitely an outstanding leader.Plant Manager Inteva Products
It was a very good experience, I had the opportunity to share with people coming from different plants/industries and to learn from the very long experience of Ritsuo Shingo. Listening to Ritsuo Shingo during the workshop I realized that for my plant is very important to create a company culture, a culture of continuous improvement which will sustain the lean tools.Plant Manager BOA Romania
6-8 June – Bihor, Romania
11-13 June – Hungary
Some of the best companies have hosted Ritsuo Shingo
Mercedes Benz, Celestica, Magna Powertrain, Rockwell Automation, SKF, Kimball, among others.
Ritsuo Shingo at Takata Seatbelts
Ritsuo Shingo at Mercedes Benz
Aimed to: Senior Leadership, Functional Managers (HR, Finance, Sales..), Operations Managers, Lean Practitioners.
Training Length & Language: 24 Hours (3 Sessions) – English
Recommended Industries: All kind of Manufacturing (Automotive, Aerospace, Food, Plastics, Electronics, Construction…)
Limited Seating & Requirements: Seating is limited to 24 external participants, who could be from the same industry but not from a direct competitor company.
Takata began to expand outside Japan in the 1980s. At present, Takata is operating 58 plants in 21 countries such as Japan, China, United States, Romania, Mexico, Germany and Brazil to name a few.
Strada Florian Rieger 3, Sibiu 550018, Romania
TAKATA product range encompasses the full spectrum of passive and active automotive safety technology, and the results of their advanced research and relentless attention to detail can be found throughout the anatomy of a car helping to reduce the impact of traffic accidents on individuals and on society.
Host Company: Takata Sibiu – Airbags Plant
TAKATA is dedicated to protecting human life. It began with woven textile fabrics in 1933. Since then, they continue to develop the newest safety devices for automobiles such as seat belts, airbags, steering wheels, child seats, and safety electronics. TAKATA’s dream is to reduce the number of fatalities of traffic accidents to zero.
Ritsuo Shingo Presentation (8:00 – 8:30)
Concept of 4S – Gemba Activity (8:30-10:30)
Waste (Muda) Identification – Gemba Activity (10:30-12:50)
Problem Solving & finding – Gemba Activity (13:00-15:20)
Standardization – Gemba Activity (15:20-17:40)
Total Participation – Gemba Exercise (8:00-10:30)
Autonomation / Build in Quality – Gemba Exercise (10:30-13:00)
QC Circle – Gemba Exercise (13:30-16:25)
Quality Control (16:25-17:00)
Motivation of Workers– Gemba Exercise (8:00-8:30)
Visual Control – Gemba Exercise (8:30-11:00)
Leader & Leadership – Gemba Exercise (11:00-12:00)
Robbery Story – (Elevator Story) (12:00-12:10)
Never Give up – Be Challenging (12:10-12:30)
Self Evaluation (12:30 – 13:00)
Gembaism (Go & watch) – Gemba Exercise (14:00-16:40)
Brain Storming – Gemba Exercise (8:00-10:40)
Category Principle (10:40-11:10)
Level Production ( Heijunka) – Gemba Exercise (11:10-12:30)
SMED System – Gemba Exercise (12:30-13:00)
Pull System/Push System – Gemba Exercise (13:30-15:00)
Lot Production & One Piece Flow – Gemba Exercise (15:00-16:30)
Blame responsibility/Detect cause (15:30-14:00)
Certificate/Group photo – (16:00-17:00)