1. Organization Profile
JATCO (THAILAND) CO. LTD is an affiliated company of JATCO Ltd. which
is located in Fuji city, Shizuoka prefecture, Japan. JATCO is expanding its development
and production facilities around the world in locations close to customers. Products
incorporating customer needs are planned, designed, and manufactured promptly. There
are as many as 12 facilities in 8 countries outside of Japan. Production engineering ineach production facility is designed with a global scope, and the same level of highquality products is produced at all plants globally. Global facilities development closelycooperates and transforms market information into product development.
JATCO is a manufacturer specializing in automatic transmissions forautomobiles. We have released a wide range of products, including not only step
automatic transmissions (ATs), but also environmentally friendly continuously variabletransmissions (CVTs) and transmissions for hybrid vehicles.
JATCO supplies automatic transmissions, the brains of a car to customers aroundthe world with the best quality, safety, and value-added product to customers and society
for over 50 years.
JATCO (THAILAND) CO. LTD is located in Amata City Chonburi Industrial
Estate, Chonburi City, Thailand Country. Our plant started operation since the Year 2013.
Our plant produces continuously variable transmissions for mini and small FWD vehicle(CVT7) for over 10 years by providing the best quality, safety, and customer andemployee satisfaction product. Starting from FY 2020, we started producing motors andspeed reducers for hybrid vehicles. The plant area is a total of 160,000 sq.m2 with totalmachines and devices of 727 units with an investment capital of 4,500 MTHB and ourproduction full capacity is 434,000 units per year for CVT7 products with 2 Groups 2Shift working pattern. Our production line starts from the Aluminum Casting process,Aluminum Machining Process, Heat treatment process for steel, Machining process forsteel, Assembly process, Testing, Logistics, and finally we ship the products to thecustomer.
The current local employee number is 645 persons and 18 Japanese Expats. We
have 5 departments categorized into 17 sections with 3 executive members (Japanese 1member and Thais 2 members)

JATCO (THAILAND) CO. LTD is certified by various International Standards
which are IATF16494:2016, ISO14001:2015, and ISO45001:2018.
2. Milestone on the Journey of Manufacturing Excellence
JATCO (THAILAND) CO. LTD is in line with JATCO group’s Production
System, aiming for the highest monozukuri excellence in the world and providing
JATCO’s valuable products to global customers. JATCO’s mission is to deliver timely
and reliable supplier of high-quality products from all manufacturing bases around theworld. To accomplish this mission, we have developed a unique production system known
as the JATCO Excellent Production System “JEPS”. Our efforts for improvement andinnovation never end as we want to ensure that we remain a world-leading manufacturer.
JATCO’s unique production system “JEPS”, responds flexibly to changing
market needs and achieves the highest level of monozukuri excellence in the world in all
aspects of quality, time, and cost. JEPS eliminates waste completely by synchronizing theoperations in each process from the procurement of materials, machining, assembly,inspection, to shipment as if they were carried out on a single line. JEPS also promotes
TPM as part of foundation enhancement activity and we understand the importance andput much effort to implement and accelerate TPM activities in our plant.
Our TPM’s journey started by providing basic knowledge to all employees andcontinue with step-by-step implementation from FY2015. We kicked off the “PIKA PIKA”
activity by involving all members who are working directly with the manufacturing
process to do 5S in Gemba, and at the same time identify the production line malfunction
source. Then we connect the findings to kaizen activity for eliminating dirt or any
unwanted incident which we called as “F-Tag” activity and follow the issue closing ratio
progress monthly. We keep on continuing and making improvements to the activity andeducating more members about the understanding of Autonomous Maintenance by
joining the MONODZUKURI Test since FY2014. Until now, we have certified 88
members in total.
In FY2017, we set the 1st “Model Line” in our plant. The main purpose of thisactivity is to let all members work as a cross-functional team with participation from eachsection to speed up the kaizen activity and improve OEE. By FY2019 all sections areimplementing the “Model line” TPM activity towards maintaining machines, eliminating
loss, improving employees’ mindset and awareness, also boosting their motivation.

To ensure TPM sustainability, We works together as a team to change allmember’s mindsets, awareness, and work styles to realize the future of company
production’s direction and is always ready to explore and exploit new trends and enhance
our MONODZUKURI.
3. Benefits Achieved
We promote TPM activity as a lean manufacturing philosophy that centers onachieving near-perfect production. The aims of TPM are high: no breakdowns, no shortstops, no defects, and no accidents. We emphasize maximizing the lifespan andproductivity of the machine by empowering all employees to take responsibility for theirline machines. Here are the benefits of the activity.
1. Reduce 67% unplanned maintenance time
We implemented cleaning, inspecting, lubricating, and performing corrective
work on machinery.
2. Safer working environment
Our model is made up of a 5S foundation, ensuring all workspaces are sorted,ordered, clean, and always standardized. Since dirty work environments led to risk ofinjuries, we can reduce safety risks. As of now, our Injuries Frequency Ratio is zero.
3. Increased quality output
One of TPM’s supporting activities is Quality Maintenance. As a result, wedrastically improve quality and customer satisfaction with customer complaint rate is 0ppm.
4. Proven impact
OEE is used as a KPI that represents line overall productivity and measures toimprove machine reliability. Big improvements have been made and our OEE now is
93.5% (Assembly), 89.3% (Machining), and 81.0 (Casting) on average.
Our TPM’s approach is strongly focused on empowering employees andpromoting ownership of their machinery by allocating the jobs traditionally completed bymaintenance members to production members. That way everyone is responsible formachinery and equipment upkeep. We also train operators to perform basic manufacturing
maintenance duties and encourage a proactive attitude toward identification issues. This
frees up maintenance staff to perform more value-adding tasks. Employee resistance wasan initial concern for the company, but the positive results soon changed people’s minds.

4. Key of our Manufacturing Excellence
In today’s highly dynamic and rapidly changing environment, global competition
among organizations has led to higher demands on manufacturing organizations. Our
manufacturing plant has experienced an unprecedented degree of change in the last threeyears, involving drastic changes in management approaches, product and process
technologies, customer expectations, and competitive behavior. These challenges areforcing us to foster high reliability, availability, and maintainability in manufacturingsystems. The recent competitive trends have been putting maintenance functions underthe spotlight as never before. The ever-increasing demands on manufacturing systems
have contributed to the complete overhaul of maintenance practices in manufacturing
enterprises. TPM initiative has emerged as a key competitive strategy for businessorganizations in the global marketplace to enhance the competitiveness of enterprises.
The highlights are contributions of strategic TPM initiatives on manufacturingperformance and demonstrate the significant potential of TPM in achieving
manufacturing excellence.
Quality is one of the most crucial criteria in our plant’s success and survival asthere is nothing more than what an era of globalization and intensity demands. The
successful manufacturing plant recognizes that consumer reliability may have a severe
influence on their bottom lines. As a result, several competitive companies are constantly
raising their quality requirements, and improving quality is the best way to recover. The
majority of automobile part manufacturing plants are looking for high-quality
requirements in their manufacturing techniques and are executing a quality system. TPM
is the key success of our overall equipment effectiveness (OEE) for various workstations
such as turning, grinding, cutting, heat treatment, and die casting for the fiscal year 2020–2022 has been evaluated. The TPM approach was adopted in our plant. As a result, there
has been an improvement in our overall performance in our manufacturing activities.

5. Achievement RecordsCateResult

ResultStatusTarget

FY15 (Kick off)

FY22

FY23 (Apr-Dec)

FY2300000000

Casting: 5.89

Casting: 12.98

Casting: 12.58

Casting: 13.01

machining: 27.89

machining: 39.12

machining: 38.76

machining: 37.50

assembly: 0.50

assembly: 0.61

assembly: 0.62

assembly: 0.70

Casting: 73.8

Casting:84.7

Casting: 82.7

Casting: 85.0

machining:81.8

machining: 86.2

machining: 88.1

machining: 91.0

assembly: 90.1

assembly: 95.7

assembly: 94.2

assembly: 94.0

Casting: 88.5

Casting:95.9

Casting: 94.1

Casting: 91.6

machining: 85.2

machining:90.2

machining: 91.6

machining: 91.0

assembly: 91.1

assembly:96.0

assembly: 94.3

assembly: 94.2

Casting: 92.2

Casting:97.6

Casting: 96.7

Casting: 100

machining: 96.5

machining:97.2

machining: 97.3

machining: 100

assembly: 99.6

assembly:99.9

assembly: 99.99

assembly: 100

Casting: 90.5

Casting:90.4

Casting: 90.87

Casting: 92.8

machining: 99.5

machining:98.3

machining: 98.82

machining: 99.98

assembly: 99.2

assembly:99.9

assembly: 99.90

assembly: 99.9

Casting: 83

Casting:26

Casting: 52

Casting: 19

Breakdow

machining: 1,046

machining:672

machining: 644

machining: 510

ns/ yearassembly: 559

assembly:171

assembly: 159

assembly: 140(total: 1,688)(total: 869)

(total: 855)

(total: 669)

Casting: 947

Casting:869

Casting: 453

machining: 871

machining:509

machining: 603

assembly: 873

assembly:1345

assembly: 1,683(total: 875)

(total: 684)

(total: 794)

Casting: 1.48

Casting:0.87

Casting: 0.70

Casting: 0.50

machining: 0.87

machining:1.04

machining: 1.10

machining: 0.84

assembly: 0.30

assembly:0.47

assembly: 0.30

assembly: 0.23

(total: 0.71)(total: 0.92)(total: 0.90)(total: 0.70)

Index

Unit

gory
Number of work-related
S

accidents requiring days
off work
Number of work-related

S

accidents not requiringdays off workP

Cases/year

Cases/year

Productivity for main

Parts/Oper

product (JPMH)

ator hours%

OEE%

Availability rate
P%

Performance Rate

Quality Products Rate

PPP

Numberbreakdowns

MTBF

MTTRof%Hour

Casting: 1,042
machining: 958
assembly:
1,215 (total:845)

Hour

Result

ResultStatusTarget

FY15 (Kick off)

FY22

FY23 (Apr-Dec)

FY2313000

Casting: 0.18

Casting:0.16

Casting: 0.12

Casting: 0.15

Machining: 0.14

Machining:0.05

Machining: 0.02

Machining: 0.03

Assembly: 0.25

Assembly: 0.24

Assembly: 0.21

Assembly: 0.05

Casting: 6.38

Casting: 1.41

Casting: 1.07

Casting: 1.50

Assembly: 9.05

Assembly:0.05

Assembly: 0.05

Assembly: 0.15

Casting: 71.0

Casting:71.6

Casting: 66.4

Casting: 62.1

machining: 20.3

machining:14.2

machining: 25.1

machining: 13.9

assembly: 45.9

assembly:8.4

assembly: 6.1

assembly: 8.9(total: 137.2)(total:94.3)(total: 98.6)(total: 84.9)

Days

2

1.7

1.7

1.7

CateIndex

Unit

gory
Number of customer
Q

Number/yearcomplaints

Q

In-line defect rate: scrap%

In-line defect rate: scrap
Q%
and rework

Cost index
CCost/Unit(Scrap cost)

Production Lead time
D(Gear raw to Assembly)

D

Inventory dayDays

31.5

1.5

1.5

D

Delivery performance%

100100100

1000.00

0.00

0.000.00

351494918(close: 100%)(close: 89%)(close: 96%)(close: 95%)

Number/year

827

127

72

127

Number/year

676

673

541

630

Number/year

111

135

101

135

Number/year

2,602

675

1248

834

Accidents
perS

Safety index

1,000,000
operatorhours

Number of Employee
M

Number/year
Suggestions
Number of Kaizen

M
Sheet (Teian)M

Number of Kaizen Item
Number of QC Circle

MItem
Number of Near Miss
MMemo