Toyota's Surprising Advancements in Crafting Yakitori Cuisine?
In the heart of Odate, Akita Prefecture, lies Akitahinaiya, a humble chicken producer that has recently undergone a remarkable transformation, thanks to the involvement of Toyota Motor East Japan (TMEJ). This decision, initiated in 2012, was a response to Akio Toyoda, then-President of Toyota, who wanted to help manufacturing take permanent root in the Tohoku region after the Great East Japan Earthquake.
The transformation began with a simple step: gathering the concerns of the approximately 20 employees working at Akitahinaiya. To their surprise, 64 concerns were raised, ranging from the disorganised storeroom to inefficiencies in the yakitori production process.
TMEJ's team, armed with the Toyota Production System's core principles, known as the 5S’s (Sort, Set in Order, Shine, Standardize, and Sustain), set to work. The storeroom was the first area of focus. The team removed unnecessary items, optimised the layout, and prioritised items used throughout the year, rather than just during the December busy period. This streamlined workflow and reduced the time staff spent searching for materials.
The results were immediate and impressive. The time taken to make negima yakitori, a popular dish, was slashed by an astounding 93%. The first mouthful of negima yakitori is meant to provide a more enjoyable texture, and this dramatic reduction in production time ensured that the yakitori was cooked to perfection.
Representative Director Mutou was particularly impressed with the results, commenting on the amount of items discarded during the organisation process. The bottom pieces of negima yakitori skewers were also smaller to ensure even cooking for parts that are more difficult to grill.
The success at Akitahinaiya did not go unnoticed. In 2013, TMEJ teamed up with local authorities to launch an initiative for companies from different industries to learn about Toyota's kaizen efforts and gain insights for themselves. The effectiveness of Toyota's structured problem-solving and efficiency focus was demonstrated, highlighting how these principles can revolutionize traditional food production environments.
Many of the key points from the yakitori production improvements can be useful in various workplaces beyond manufacturing. The 5S's, as the first of three kaizen pillars implemented by TMEJ, serve as a blueprint for continuous improvement and workplace organisation. The leadership at Akitahinaiya, initially sceptical, now sees the potential for these principles to drive further improvements and growth.
- With the success of Akitahinaiya's transformation in the manufacturing industry, the leadership now realizes the potential of technology to drive further improvements and growth within their business.
- The collaboration between TMEJ and local authorities in 2013, aimed at educating businesses from different industries about Toyota's kaizen efforts, showcased the impact of efficient finance management and structured problem-solving on various industries, including the food production sector.
- The efficient use of resources, exemplified by the disposal of unnecessary items and reduction of yakitori production time, can have significant financial implications for businesses in any industry that adopt the 5S's principles of leadership and technology.
