| Site: | Komatsu Limited
2-3-6 Akasaka Minato-ku, Tokyo 107-8414 Japan |
| Date Visited: | 27 May 1997 |
| Hosts: | Mr. Tetsuya Nakayama, General Manager Electronic Systems & Components Division, Electronics Division |
| Mr. Hiroshi Higashide, Design Manager, Basic Product Design & Development Dept., Electronic Systems & Components Division, Electronics Division | |
| Mr. Yuichiro Imanishi, Chief Project Manager, Manufacturing Engineering Dept., Technical Division, Construction Equipment Division | |
| Mr. Mitsunori Ozaki, Manager, Corporate Technology Dept. (arranged meeting)
Tel: 81 3 5561 2611 (FAX 3582 8332) e-mail: mitsunori_ozaki@komatsu.co.jp |
Founded in 1921, Komatsu, Ltd. is a major Japanese manufacturer of heavy construction equipment, industrial machinery, electronics and other products. It also is expanding in materials engineering, computer software, financial services, and other areas.
Komatsu usually hires its engineers with MS degrees. Some PhDs are hired each year, but the majority (60) are MS students. Komatsu has internships for its staff to spend time at universities such as Stanford University and Imperial College.
Komatsu's research and development effort is carried out in the Research Center, and in the research and development departments in the construction equipment, electronics, engineering, and other divisions, such as:
In total there are about 2,000 engineers and technicians at Komatsu, 7,000 employees non-consolidated, and 27,000 employees consolidated. In philosophy, Komatsu relies on available technology and often buys proven technology for its needs. Table 2.1 reviews the history of manufacturing systems at Komatsu.
Mr. Imanishi in his presentation also outlined the preconditions for Komatsu to apply the Japanese-style manufacturing system, as shown in Table 2.2.
In concluding his presentation, Mr. Imanishi noted that mechatronics made such rapid progress in Japan in part due to lack of competition between the electrical and mechanical engineers. There was no obstruction of ideas or interchanges between the two communities.
|
No |
Period |
Manufacturing System |
Main Activities |
Main Mfg. Equipment |
Trend of Mfg. Equipment |
|
1 |
1950s |
Batch Mfg. System |
Statistical Quality Control Process Capability |
General Purpose Machine Tool |
NC Milling ('52 MIT) NC Lathe ('56 Japan) Unimate Robot ('57 USA) |
|
2 |
1960s |
Group Mfg. System |
TQC GT IE |
Special Purpose Machine Tool |
System 24 ('67 UK) DNC ('68 USA) |
|
3 |
1970s |
Line Manufacturing System |
Automation VE OR |
NC Machine Tool Special Purpose Welding Equipment Autoloader |
NC rate 8% ('70 Japan) FMS ('73 USA) SCARA Robot ('78 Japan) |
|
4 |
1980s |
Flexible Manufacturing System (FMS) |
Set-up Elimination 4H Unmanned Operation 2D CAD/CAM |
CNC Machine Tool Welding Robot RGV |
NC rate 50% ('80 Japan) Robot Opr. 90,000 ('85 Japan) NC rate 67% ('85 Japan) |
|
5 |
1990s |
Factory Automation System |
CIM Mfg. Eng. DB 3D CAD/CAM |
High Speed NC Machine Tool Assembling Robot AGV Automatic Warehouse |
Robot Opr. 250,000 ('90 Japan) NC rate 82% ('95 Japan) |
|
6 |
2000s |
Autonomous Manufacturing System (AMS) |
Virtual Reality 16H Unmanned Operation 3D CAD/CAM/CAE |
Compound NC Machine Tool Autonomous Machine Tool Autonomous AGV Autonomous Jig |
|
CHARACTERISTICS |
OBJECTIVE |
PRECONDITION |
APPLICABILITY |
|||
|
non mass production |
mass production |
|||||
|
U.S. |
Komatsu |
U.S. |
Japan |
|||
|
1. Line Mfg. System |
Economy of Scale |
Standardization of parts & modules |
B |
B |
A |
A |
|
2. JIT System |
Achieve on-time delivery after reducing inventory |
Production volume Fluctuation £ ± 10% Workers abandon the right to go on strike for 20 yearsÞ employer guarantees long-term employment |
C
C |
C
A |
A
C |
A
A |
|
3. Level-loaded Manufacturing System |
Efficient Assignment of workers |
Multi-skilled workersÞ flexible setting of salary by capability |
B |
A |
B |
A |
|
4. Sharing of information |
Continuity of knowledge and skills |
Employer guarantees long-term employment |
C |
A |
C |
A |
|
5. Team of skilled workers |
Reduced burden of investment |
Long-term training |
C |
A |
C |
A |
|
6. Workers take responsibility for quality |
Quality assurance in upstream process |
Stable relationship between employer and workers |
C |
A |
C |
A |
|
7. QC Circle activity |
Continuous of work |
Flexible work standards
|
C |
A |
C |
A |