IATF 16949:2016 Internal Auditor Certificate
Operational excellence, lean-roadmap logic, structured problem solving, and Jishuken workshop execution.
← Back to homeFloor-area re-allocation, executed as a structured 4-step methodology:
01 · Product volume & takt time
02 · Functional area mapping & coordinates
03 · Process flow & cycle times
04 · Transportation devices & product capacity
Floor area decomposed into six functional categories — Workstation, Operator, Material, Maintenance, Tools, and Undefined (deliberate flex slack). 5S and standard-work principles drive the actual re-zoning execution.
Outcomes — Photonics plant, Pointe-Claire (Montréal): ~500 m² recovered into controlled zones before expansion. Material travel reduced ~15%. WIP parking reduced ~10%. Standardized aisle widths and designated temp-storage points improved safety (zero blocked egress routes). Payback < 24 months.
Idea Management. Plant-wide program integrating motivation and appreciation into the corporate culture — transparent communication, recognition of contributors, success-sharing routines.
Over a four-year deployment cycle, the program delivered measurable improvements in employee participation, implementation rate, and direct cost savings — sustained through structured monitoring, management buy-in routines, and dedicated training tracks.
5S as a culture, not a checklist. The objective was never zone audits — it was developing a culture of 5S in thinking: quality at the source, process respect, and abnormality visibility. Bronze certification across all lines, Best-In-Class-level sustenance across three years.
Objectives. Problems triggered by the system. Escalated to the right hierarchy. Fixed in a structured way.
I trained shopfloor leaders, support functions, and QC personnel on the A3 methodology — coaching teams on approach selection, reviewing problem-solving efficiency through Leader Standard Work reports, and fostering rigor over reflex.
The discipline is the same whether the problem is a customer complaint, an internal nonconformance, a supplier defect, or a launch-readiness gap: describe → root-cause → solve → standardize. The tools change. The structure does not.
Jishuken workshops apply the same logic to capacity and capability — observation-driven, KPI-anchored, and sustained through standard-work change. Two parallel tracks govern execution, shown below.