見えないIT

Investment in factory automation (FA) is active globally.
Words such as adopting IT and adopting IoT are not limited to some industries.
In the background of such a situation, we feel that there are not a few business people who think that it is irrelevant to us, as it is not yet familiar. This time, we will ask about the introduction of IT and IoT as solution tool from actual problems occurring on the actual site to Koichi Shimazaki of Hama Techart CO., LTD. who is the author of "Survive the Industrial 4.0 era! IoT and AI textbooks for SMEs."

Jumped technological progress

Nagasaki

It is an era that we can not survive without digital in all industries, not just in the manufacturing industry. There are many companies that start from the micro-enterprises, such as the start-up in the USA, have passed through SMEs and become large companies worldwide. In such an era, why do SMEs in Japan not proceed in the same process?

Shimazaki

Many manufacturing companies in Japan think that they can make a profit naturally if they are doing manufacturing with high quality. And managers themselves believe that production is contradictory to IT, there is a section that thinks that it will be okay not to do such a thing. I am concerned about the thinness of such a sense of crisis.

Nagasaki

It is a method of thinking that it has nothing to do with us. Even so, even in the mountains of the province, it is an era when things reach the Internet.

Shimazaki

Despite their rapidly changing lifestyles by technology, they are not becoming subjective. I think that the point of not having a sense of crisis is recognition of "Evolution." It seems that the evolution of products and services gradually progresses in SMEs in Japan, but technology will jump by "Innovation" in the world.

Nagasaki

Technical progress so far has been progressing moderately, but in modern times it is entirely different. The fact that the technology was delayed globally is going to jump over companies that had market share until then.

Shimazaki

China etc. are noticeable. Currently, cashless is a matter of course, AI and others are progressing with impressive progress.

Of course, there was also a cultural background that cashless spread at once. There are many counterfeit bills in China, and credit settlement expands at a stretch because it is more reliable.

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"Subcontractor" site where IT is not penetrated

Nagasaki

In Shimazaki's books, FA (Factory Automation) and smart factories and other stories will come up.
As a worldwide trend, is there a circumstance that must be overlooked?

Shimazaki

I think so. However, the reality is that many companies have not been able to migrate. I believe that it is natural that they will hesitate with investment financially, but more fundamentally, Japanese SMEs think that one of the reasons is that the "Subcontracting" spirit is rooted.

Nagasaki

Many companies think that they are safe if they are under the umbrella of a large company.

Shimazaki

Even if you are under an umbrella now, it is not a situation that you can say safely. Recently, a representative company from Japan withdrew from Kawasaki city that I support. Then, subcontractors will be in trouble because there is nothing to make. Since the work comes automatically from the beginning, many SMEs never worked in the first place. The reality that sudden dependable rope is broken and panic is already happening. We need to take measures before that happens. Adopting IT makers will lag behind late as they miss it.

Nagasaki

I think that many SMEs have to get out of the constitution of subcontracting, why do you think that it cannot be done?

Shimazaki

I think that their natural background is a subcontractor and they are working with a passive constitution, so they can not move on their own. They would like to start small with IT or IoT, but of course, it will cost money, so maybe there are a lot of companies struggling for a second due to financial difficulty.

Nagasaki

There is also a shortage of human resources to introduce technology, right?

Shimazaki

Of course, there are. There are many manufacturing engineers, but few IT engineers. If the CEO of the company does not understand IT or IoT, it is difficult to become an idea to utilize IT at the company.

Nagasaki

Although there are some problems, the first bottleneck is whether company owners understand IT and IoT. I think that the next bottleneck is an introduction, but first of all, where should you start adopting IT and adopting IoT?

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Adopting IT can be started with creative ingenuity.

Shimazaki

"Visualizing" of the operating condition of people and machines is the most natural thing to start. A small start is possible with ingenuity, not a high-end system.
For example, the story of "Asahi steel" is a good example. Asahi steel, Aichi Prefecture's Toyota auto parts manufacturer, was thinking about introducing IoT in consideration of productivity improvement. First of all, they consulted a system maker, but they gave up because of a costly amount. So they went to Akihabara by themselves, bought a significant amount of light sensors and reed switches and attached it to manufacturing facilities. When the light sensor senses light to be lit every time a part is completed, they installed a switch at each moving portion as the finished product is extruded, so that they can roughly grasp the production time. As a result, they have increased productivity; they no longer need the line expansion planned to increase production and succeeded in raising capital investment funds of over 100 million yen.

Nagasaki

It is an excellent example that IT is not only a complex system. Even a small start using simple sensors can be said to be one of IT.

Shimazaki

Raspberry Pi※1 etc. are also concerned about security issues, but it may be right to use it. Since it is understood that IT can be done even in work inside our company, it should expand step by step.

※1 Raspberry pi is an ultra-small single board computer developed by the British Raspberry pi foundation

Nagasaki

Even if you say "Adopting digitized!","Adopting IT" at the meeting, you do not know without standing at the scene.

Shimazaki

In SMEs, I think that elimination of small work on site will become the origin of IT conversion. It should be an idea to make efforts to ease improvement activities that have been done personally. Many people think that productivity can be improved merely by introducing a system, but it is essential to step up after understanding the point that becomes a real need.

Nagasaki

It might be a good idea to check the operations in full. Where is the biggest bottleneck?
The point of what to do and what kind of data is the beginning of the introduction to expand it.

Shimazaki

The point is to know where you feel the most troublesome in their improvement activities. For example, it is possible to systemize a series of processes such as time measurement, stopping work and writing it in a form, but time will increase and more accurate time will be measured. Even if we advance "Visualization," if the data is inaccurate, improvement activities in the real sense will not proceed.

Nagasaki

Can simple manual work be mechanized?

Shimazaki

It is particularly challenging to take manual data such as assembly. The machine can be automated with a sensor, but in people's work "Input" occurs. How easy it is to make it there is a secret to adopting IT a success.

Many things are measuring the working time using the handy terminal at the site of manufacturing. In this way, I think that it is troublesome for the worker to increase the number of processes one by one, so it is disturbing. Even in this case, it is possible to take work time data in a series of flows by devising.

As one that I introduced to the work site, there are "With switches." This is a switch that can be pushed quickly while moving the work piece. By placing the switch on the workflow line between the next process and the post process and incorporating it as an indispensable operation to touch during transportation, it is possible to prevent most of the input forgotten without stopping the flow.

Nagasaki

To lead adopting IT success in enterprises, it is key how to simplify human input.

Shimazaki

It is important to keep work data even if it is rough; you do not have to try to get it correctly from the beginning.

If you try to realize it correctly, you will need a lot of sensors and inputs.
If you start with rough, you may have data on useless work that is not of real value, but I think that it is better than nothing. First of all, it is essential to think of the mechanism of taking data. It is key to how to simplify human input.

Nagasaki

By the way, from the introduction, it is often to think of things like completed forms.
You can start with the rough first. It is better to think about what is necessary for adopting IT for the company and go on to the next step.

Shimazaki

If it is rough, but you can get the data, I think that you should try to measure it in a bit more detail, and so on. Even so, it is progress. "Improve" refers to finding waste and fixing it. This is common for companies in any field. I will say many times, IT and IoT will remain a problematic technology forever if management itself does not understand.

Nagasaki

If you do it one by one, it will lead to the next step, but as soon as the "Innovation" that comes out talks happen, the advancement of technology will progress at a stretch, there is a possibility that the situation can be born in the world and the times. You should start with a small start before you are entirely left behind.

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Essence of failure

Nagasaki

The essential problem may be the management's mind, and I am thinking how to change it.

This problem may be the same in major companies as well as SMEs. In the book explains "30%" successfully introducing the system, what kind of thing will become important when it is introduced in full swing?

Shimazaki

There are many factors that cause failures, but typical cases are situations where the introduction of the system to external IT makers, as they told, is not a solution to the essential troubles of the site. After all, it is the workplace to use the system. It fails if there is no point of view there.

Nagasaki

If adopting IT is promoted from the field more, the success rate will also rise.

Shimazaki

First, we should start with human improvement activities. I hope to discover inconveniences there and shape the needs. I think that they try to install the system as it is said from the beginning, so it fails. It is essential to use IoT as a means of solving improvement problems born from the site.

comment

At a factory in Japan, I often heard the word "Improvement movement." Recently I have not heard much, but it was the driving force that raised the quality of Japanese products. Now we have the choice of IT to provide high quality among the limited human resources. However, using them is not a purpose, but should be considered a means. For that, we also need to find out which part is worthy of the work process of the company and where the wasted part is somewhere. In this article, I have heard examples of creative ideas for IT conversion that can be done by SMEs, but there are still many examples that can be utilized for each company. First of all, do not think that it is not related to your company, please consider positively IT and try practicing even from small things.

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Shimazaki浩一

Koichi Shimazaki CEO of Hama Techart CO., LTD.

From Hyogo prefecture. Moved to Kanagawa prefecture as a university entrance exam. After graduating from Keio University, he joined a major electronics manufacturer and engaged in robot design. After that, he moved to a significant audio equipment manufacturing company and was in charge of product design of audio equipment and the like. Retired at the age of 50 and qualified as a management consultant. After 6 years as a consulting company specializing in manufacturing, established a management consulting company. Currently, he is conducting a business consultation on site, centering on manufacturing companies.

In the books written by CEO Shimazaki "Survive the Industrial 4.0 era! IoT and AI textbooks for SMEs.", the method of utilization and introduction of IoT, AI, etc. are explained in an easy-to-understand manner.

Yoshiaki Nagasaki Navigator of New Value Creation NAVI / CEO of paragraph

He is an editor in charge of editorial planning such as "Begin" and "Men's EX", editor in charge when re-issuing "WIRED Japan version". Also experienced branding direction such as various fashion brands. Currently, he does numerous companies including WEB direction such as UNIQLOCK and Nikon, and he is doing various creative activities such as efforts by the editor of WEB magazine "TOKYOWISE" as well.