CSM was started in 1988. It is to become the current form there was progress, such as the following.
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1988 |
As a production engineer of the production company, I worked on processing lead-time reduction in the factory. Lead time had been 2 days from 14 days by linking and restructuring process. This was the origin of CSM.
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1992 |
I gave a talk at a seminar held at the University of Nijmegen in the Netherlands.
I was accompanied by the Monden Yasuhiro professor of Tsukuba University who was introduced Toyota Production System to the world, and Furukawa Yuji professor og Tokyo Metropolitan University. I announced a story to shorten the lead time of the order-shipment, including office services to production plants of consumer goods.
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1996 |
Production system that announced the story in 1992 had started operation. It had been reduced the number of days until the shipment from the order 15 days from 60 days. It was at the same time reduce the distribution inventory by cooperation with the product distribution system.
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1998 |
I shorten the number of days in the manufacturing and office work operations of a durable goods factory. The number of days until shipment from orders has been shortened 45 days from 90 days.
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2000 |
I announced the methodology to shorten the delivery time. "Concept and Application Examples of the Company-wide Delivery Management," Nikkan Kogyo Shimbun "Factory Management" August 2000.
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2001 |
I announced a book "Delivery Management: Improvement Activities for Delivery, Lead-time and Inventory," Nikkan Kogyo Shimbun. I have presented a method for improving inventory and delivery time on the expected production type companies with their own products.
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2004 |
I founded the consulting agency ALBS. Methodology to improve the delivery time and inventory was named as "Clear Stream Manufacturing". I announced a "Clear Stream Manufacturing for Material Flow and Information Flow," Nikkan Kogyo Shimbun "Factory Management" December 2004.
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2005 |
I announced "Clear Stream Manufacturing" as a delivery time improvement activities for small and medium-sized manufacturing companies. I presented a KAIZEN model of four stages and some of the important principles.
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2006 |
I announced "Manual of Clear Stream Manufacturing for Half Delivery Time and Double Profit," October 2006 Urban Produce.
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2007 |
CSM had been upgraded. Link with the CSM and management policy had been enhanced.
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2008 |
I announced "Visualization encyclopedia for the manufacturing section manager," February 2008 Urban Produce.
CSM had been upgraded.Changing the mind that becomes the basis for the transformation of the business had been enhanced.
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2009 |
CSM had been upgraded. Necessary "heart of reform" and the "transformation of the business" element had been organized. "Autonomous human resource development course" had been established. Own transformation can aspect of human resource development had been enhanced.
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2010 |
"Delivery time shortened course" had been changed to "Top grade process". "Improving decide the direction" of the "linking of" had been enhanced. "Autonomous human resource development course" had been "Autonomous organization". Element of capacity transformation and organizational change had been restructuring.
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2011 |
Elements required in the "Top grade process" and "Autonomous organization" was organized. They have been reorganized into 64 tools. "CSM for information" had been established.
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2012 |
64 tools of CSM had been in short phrases. Four pillars "visualization," "connecting," "learnin," "decentralization" was organized.
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2013 |
32 tools for "Top grade process" had been upgraded. Some tools for "Autonomous organization" had been upgraded to emphasize the self-determination.
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2014 |
Some tools for "Top grade process" had been upgraded to emphasize "Show the flow and time" and "1 point to improve in a centralized". "CSM for quotation" had been established.
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2015 |
9 tools had been revised. In particular, tools for raising the individual skills and team force had been reviewed.
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2016 |
13 tools had been revised. Short phrases of tools had been changed. The illustration and description image was to enrich.
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2017 |
16 tools had been revised. In particular, tools for raising the individual skills force had been reviewed.
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2018 |
Short phrases of tools had been changed.
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2019 |
Tools for changing organization by decentralization had been reviewed.
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2020 |
Tools for changing process by linking had been revised.
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2021 |
Tools for changing process by linking had been revised.
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2022 |
Tools for changing behavior by visualization had been revised.
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2023 |
Tools for changing behavior by visualization had been revised.
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2024 |
Tools for changing organization by decentralization had been reviewed.
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