TOCICO

Japanese Shipbuilding has developed by the steady cost down approach and has taken the world's No.1 country from 1960s to 1990s. But growth of South Korea and China has pressured the Japanese shipbuilding business to fight in a COST competition even though they have higher salary levels. That means Japanese shipbuilding and MES have to find a new DCE instead of the cost down approach. But we believe that much improvement shall produce many results, then all our activity had been encouraged to decrease manufacturing cost on every item. The main activity is to reduce material costs and another is to reduce man hours. To open a new paradigm, we made the big challenge to implement CCPM into the ship design department first before the full range implementation of CCPM/holistic operation. On 2nd Oct 2012 we started our CCPM implementation. First box freezing produced substantial high flow results in completion of drawings. When our implementation by expert was finished, the lead time was reduced by maximum of 50% and average 67%. Now we are in the 2nd phase to spread TOC to the full range of the holistic operation. Before our full-range implementation, we made an effort to share the CORE conflict in our system by a CORE DILEMMA workshop. The simple questions let our friend to know throughput accounting and the mindset of WIN WIN. Now we are approaching the next world of a holistic shipbuilding business operation.