STUDY FOR TPS-TOYOTA WAY-

Association for Support ofEconomic Sustainable
Development for 21st Century)

AKIO SUZUKI
Executive Advisor & Director of ESD21
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PROFILE OF THE LECTURERS

Mr. Satoshi KUROIWA, Managing Director of ESD21,
Managing Director of APSOM
Director of TPS Certificate Institute・Joined TOYOTA in 1969.
・Developed car manufacturing technique which includes a robot,
mechatronics, factory construction, large-scale control information
system, FA/IT and promotion of IT of TPS.
・After TOYOTA retirement, enjoying lecture activity as visiting
professor for universities and since 2008, continuing the lectureactivities in Myanmar as well.
Mr. Akio SUZUKI, Executive Advisor/Director of ESD21
・Joined TOYOTA TSUSHO(General trading company) in 1964.
・More than 40 years, served responsible position for the promoting
a diverse range of the business around the world and reinvention of
an affiliate through TPS introduction inmanufacturing, logistics and various fields to improve quality,efficiency and subsequently increased profitability.
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What is ESD21？

Global Greatness Co., Ltd,Yangon Myanmar
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OVERVIEW OF ESD21
1.
2.

Non Profit Organization founded in 2010.
Chairman: Mr. T. Jagawa,
Formar Vice President of TOYOTA,Formar President & Chairman of HINOManaging Director: Mr. S.Kuroiwa
3. Located in CHUBU of center of “MONO
DUKURI ”.
4. Mission:
To be continued vitality of “Kaizen
Innovation” of the people creates businesscompetitiveness.
The source of corporate competitiveness is “improvementand reform." For that purpose, it is necessary to use thebasic concept of TPS and the IT technology that is its tool.
‥
ESD21 aims to be a new association that can create added
value through various business activities and contribute to 失敗を恐れず改革へ挑んだ軌跡
a prosperous society by practicing the philosophy ofThe trajectory of challenging"SANPO YOSHI".

reform without fear of failure

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Our activities in Myanmar:

Various support services based on TPS andInformationTechnology.

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NECESSITY OF TPS-TOYOTA WAY IN MYANMAR
1) Concentrated migration to secondary and tertiary industries.
2) 90% are small and medium and small. Competitiveness within
the ASEAN region is necessary. Cultivate core human resources.
3) Weakness of the number of corporate managers over middlemanagers, Improve the level of technician‘s ability to hit theground running.
4) Requests from foreign customers, to establish a quality assurance
system ISO 9000 S certification ,however, in order to introduce ISO, allemployees including CEO, It is necessary to recognize that the organizationis self-managed and core activities of acquiring ISOs can not be useful
without TPS!

The purpose of introducing ISO9000S are (1) Requirements of business partners (2) Differentiationfrom other companies (3) Perfecting the organization for own management”.
The idea of (3) is the most important, and along with it, the core activities of the idea of TPS willaccompany and succeed!
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Important management issues ofMyanmar manufacturing industry
Challenge 1

Challenge ２●Management ability
and corporate value
according to domestic
economic development
and market needs

Securing and training
human resources withadvanced management
knowledge and technicalknow-how

Challenge ３
Accumulation of unique
technology andmanagement technology
including quality control

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In order to take on these challenges, an advanced training programfor "manufacturing=MONODUKURI" is necessary in terms of bothgeneral academic education and practical management skills.

P８SYNERGY BETWEEN ACQUIRING ISO 9000S
CERTIFICATION AND INTRODUCING TPS SYSTEM
Common to eachbusiness= ISO International
Standard
Depending on individual
project, ISO does notinclude actual worker's
activities, work (coreactivities)

ControlCore activities

PlanEvaluation

Complement with TPS method is necessary(Especially management technology)

P９”TPS-TOYOTA WAY” PRACTICE IN AUSTRALIA~ CHALLENGE FOR NEW VALUE CREATION ~Brisben

Adelaide
Melbourne

SydneyBusiness Territory

In a multi-ethnic nation (over 200 countries, different languages,different religions) and small businesses, it is important tostrengthen the company with innovative functions.
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● TPS practical way of my business style
1.Presenting the strong will of the top, vision, mission,
I gained an understanding of the local staff. （経営理念と方針）
2. Respect for humanity（人間性尊重）
3Practice of TPS , especially "5S" and "KAIZEN" and"HOUSHIN- KANRI "(PDCA) and QC circle activity, Increase
motivation of employees and keep continuation in wisdomand reform with new function from old type of trading company(Commission earnings from right to left) which I aimed for making
such company. . （知恵と改善）"Ask 'why' five times about every matter."

トヨタはなぜ「なぜ」を５回繰り返すか？
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PRACTICE OF ISO ACTIVITIES AND TPS
Acquired ISO 9001 certification(1997)

Implement daily management and policy management
assessment in vision, policy development, priority theme
promotion, human resource development, regularmeetings with outside partners.

We held a practice results presentation meeting,invited outside suppliers and asked for theiropinions and advice on further reforms through thereport of the manager in charge.
Outcome: Evaluation and trust of business partners,
motivation of local staff

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I hope that this seminar will show youthat "Toyota Way" is effective in solving
issues for corporate development.
Thank you for your attention.

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