Management System at Syncro System

KAI is a Japanese term which means improving and ZEN means the way. KAIZEN is a philosophy of “continuous improvement” that calls for a constant commitment, involving the whole company in the process. It is this simple concept that drives the Syncro System management, inspired by 'lean manufacturing' for the running of all manufacturing activities within the group. The term 'lean production' was created to describe the principals of eliminating wasteful expenditures (muda – Japanese term for waste) during the course of production, with the goal of maximimizing output and passing on the benefits to the customer. The muda that Syncro System has eliminated so far (and continues to try to eliminate in its strive for perfection) is connected to overproduction and over-processing, excessive stock piling, wasteful 'motion' of both workers and materials and downtime or waiting time. Over-production and over stock have been given particular attention by the company, applying a system of “just in time”. This is a management tool that organizes the logistics (of production and shipping) no longer according to predetermined quantities but according to request. In this way, Syncro System doesn't risk over-producing, but at the same time, there is no waiting time in case of new requests. To put this system into action and have it work well, Syncro System handles all orders and production requests by computer. In this way, current orders are prossessed immediately. Driven by the philosophy of continuous improvement, Syncro System also set a goal of eliminating over-processing. This led executives to make the choice to invest in newer more sophisticated machinary for cutting, bending, varnishing. In the end, the new machinery, greatly reduced production operations, closing in on the company's goal of zero tollerance for all surplus processes. The end result in lean production, is reduced costs to the client, whlile at the same time, manufacturing a higher quality product. The problems with excess motion, transport and waiting time were solved through a restructuring of working spaces within the factory, as well as streamlining and regulating operations. A company-wide survey including all the production workers, staff, all the employees in the main offices as well as the affiliate branches, helped management make changes that would bring about improvements that highlighted the potentiality of each employee, creating a benefit to the whole company. All of this leads to improved overall service and reducing costs to the client.