The Kyocera Mita Production System (KMPS), adopted in our Shilong, China factory, is our proprietary system that strikes a balance between keeping product quality steady and increasing productivity during production. Based on a policy of “no introduction, manufacturing, or release of defective goods,” the system strives for thorough control and improvement of the production mind state.
The entire production line is directly linked and products are arranged in kits, synchronizing the entire process. In the event of any problem, workers on the line can immediately inform their supervisors of the irregularity with the push of a button. The supervisor then stops the line and is able to address the problem and find its solution. The system also allows cumulative control of one day’s delay time on the line, letting workers determine and solve the reasons for the delay during the day and forge a solution the following day, another thorough approach to ensuring reliable quality. With this reduction in delay time, takt time can be adjusted and productivity further improved. These are just some of the ways that line management is conducted so that our production staff can constantly maximize their performance.
In manufacturing, various factors can lead to loss. However, this loss can be reduced to at or near zero through total awareness of all parties involved. Through our comprehensive approach to “visibility,” Kyocera Mita publicly shares all problem spots and issues with every employee. This approach utilizes the awareness of each individual to minimize loss. All employees develop careful eyes for strictly checking each individual part, helping to achieve loss reduction. Multiple measures are taken to ensure product quality, including issuing acknowledgments even if a single potentially fatal defect is reported during the month. These are just some of the ways we evaluate our stance toward comprehensive product quality throughout the company.
In addition, our Hirakata and Tamaki Plants utilize the Cell Method and the Meister System. With the Cell Method, individual products are divided into several units, with the production processes for each unit divided into units called “cells.” Employees in charge of each cell form a single group and complete an individual product. Employees are evaluated through the Meister System, which assigns a total of 7 skill levels: “beginner” (for newly-hired employees), “assistant,” “regular III, II and I,” and “meister II and I.” This system both unifies technical ability and clearly delineates the ranks of each employee, which are posted within the plant to increase motivation of the workforce. Furthermore, the Hirakata plant doubles as a distribution center, featuring a 60 foot automated storage facility. Automatic control of all incoming and outgoing articles helps reduce loss of time.
To engage in manufacturing is to engage in energy-consuming activities. That is why we have made efforts toward energy-saving strategies since early on. Individual efforts include turning off office lights during lunch breaks and the “Cool Biz" campaign of not wearing neckties or jackets during summer months. We instill awareness in our employees that these may seem like small efforts at first, but they make a big difference when put together. For more efficient use of power, solar panels are affixed to the walls of certain plants. This allows us to generate and utilize up to 61kw of in-house power. Additionally, waste water is reused within the plant to minimize water costs, with waste water frozen using nighttime power times and used for air conditioning. Through these and other methods, we are always seeking ways to reduce CO2, one of our major responsibilities to society as a corporation today.
The Kyocera Mita ECOSYS concept is a common idea that forms the basis of our products, our production process, and for the daily activities of each of our employees.
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