Toyota Production System management consulting, constructing new and customized TPS-based production systems for clients, logistics development.
Reconstruction of client production lines and cost reduction.
Lead time reduction and regrouping projects for group companies.
Yokohama Rubber Company, Limited (5 major hubs nationwide) LG Electronics Incorporated (South Korea headquarters/ worldwide network) Nippon Steel & Sumitomo Metal Corporation (including Nippon Steel & Sumikin Materials, Nippon Micrometal Corporation/ Philippines Office); Hoshizaki Electric Co., Ltd.; Kurita Sangyo Co., Ltd.; and 8 other corporations (in random order)
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For about 30 years, I have worked at Toyota Motor Corporation and been involved in production, logistics and product quality. With my experience creating the basis for the TPS as the backbone, I have been offering support to clients not by teaching TPS and ordinary reformation tips, but by sharing the "philosophy" that is also the very core of TPS.
We believe that temporary technological adjustments and other improvement methods not suited to the company will not penetrate and prevail; instead, what is most important is the whole philosophy of reforms and change. By instilling this notion in our clients, we are able to work together and strengthen the team.
By working closely with our clients and offering personalized production systems suited to each company's corporate culture and scope, we aim to help standardize the improvement method to promote a lively and productive work environment.
CEO Mitsutoshi Sato
Established MTS CONSULTING in 2002 and handled management consultancy for over 10 years at major corporations in Japan and overseas. Including his years at Toyota Motor Corporation, he has been involved in management consulting for over 350 companies to date. He has also been featured on multiple media outlets such as The Chunichi Shimbun as a core member who helped create the Toyota Production System.Currently used in Toyota Motor Corporation as a fundamental textbook distributed to those in the production management division.
With recommendation by Toyota Motor Corporation Honorary Chairman Fujio Cho.
April
Assigned to production management planning dept.; was in charge of planning of new automobile models and plan alterations. Contributed to first Corolla launch project.
Was coached on Toyota Production System directly by former Vice President Ohno and General Project Manager Suzumura.
Improvement of production system at Denso fuel pump business div. in line with shifts from Meiji to Taisho and Showa eras, standardization and digitalization.
Succeeded in making profitable the company's only deficit division.
All-nighters on improvement projects such as maintaining a factory floor free of oil slick.
Cost-effective shelf production, etc.
1973
Improvement projects including assembly production assignment and automotive (body, press) at TMC Tsutsumi Plant.
Oil shock, production planning of reduced-carbon-emission models.
Improvement of production system of key and handle lock at Tokai Rika Otowa Plant.
Challenge to build a 70% on-stream yet profitable plant.
Shift from large lot production to smaller lots and successfully cut down on stock by 90%.
Stock cost decreased from 4 billion to 1 billion.
Proposal of low-cost, effective equipment.
Quality management per process, early-stage Q&A network, importance of halting line in emergency situations, line design for transportation at body plant, etc.
1980
Study on production planning of new automobile model at automotive body manufacturer.
Production of TPS model line at First Automobile Works Group. Single unit line and standard line.
Assembly production of prototypes. Review of procurement method. Transfer to logistics management div.
Improvement of logistic companies, parts-related and cardboard box companies. Improvement of port trailer logistics. Improvement of port operations of TMS (Toyota USA).
1986
Improvement projects with project team including service plants' automobile safety inspection at dealers such as Gifu Toyota and Tokyo Toyopet.
1988
Mainly in charge of production parts logistics for projects in North America such as NUMMI, TMMK and TMMC. Reduction of logistics costs, development of container transport.
1992
An extraordinary schedule acceleration of approx. 4 months due to change in demand.
Improvement of NUMMI's production system; led company sales to profitability.
With the TPS, projects such as takt time improvement without increase in manpower, cost-free increase in equipment functionality, adherence to cutoff plans, etc.
Implemented mini-line operation training, the basis of the current Toyota training center; HVPT of local manufacturers, etc.
October 2003
Counting back from Toyota Motor years, has offered consultancy services for over 370 companies.
May 20, 2011
Currently used in Toyota Motor Corporation as a fundamental textbook distributed to those in the production management division.
Company Name: MTS CONSULTING CO., LTD.
Date founded: October 2003
President: Mitsutoshi Sato / Executive Director: Takahide Sato.
Main correspondent bank: Bank of Tokyo-Mitsubishi UFJ Kitaokazaki Branch
Head Office: 77-52 Kubochi, Hosokawacho, Okazaki-shi, Aichi
Phone: 0564-66-8002 Fax: 0564-66-8003
Tokyo Head Office: Takanawa The Residence 1-27-37 Takanawa, Minato-ku, Tokyo
Contact Email : info@mts-consulting.jp