There is no other way to achieve sustainable growth and combat crises than to reduce costs. So what are these costs? As everyone knows, costs are the main input, especially in production processes: Raw materials, materials, labor, energy, etc. items. Reducing costs is the most powerful weapon in the tough competition with competitors. However, there is an unchanging fact that the competitor of a company that will make cost reductions on basic inputs will undoubtedly make improvements on the same inputs. Instead of focusing on basic inputs while creating cost reduction strategies in the tough struggle with competitors, "How to produce cheaper?" should be sought.

TPS ( Yalın Üretim ), maliyeti arttıran unsurların uygulanan üretim metodunda aranması gerektiğini savunur ve üretim metodu kaynaklı maliyet unsurlarının tüm diğer maliyet kalemlerinin %50 oranına denk olduğunu kabul eder. Bu maliyetler ve israflar ( Muda ) ortadan kaldırıldığında operasyonel karlılık arttırılarak rakip firmalara göre daha karlı bir iş ortaya çıkartabilmek mümkündür.
In addition, as production methods are improved, cost items in the other half of the pie are also indirectly improved. TPS methods applied with this in mind offer a different perspective to company managers, especially in times of economic recession, giving them the ability to combat crises and enabling companies to protect their costs.
Reducing costs is achieved through creative ideas and rational solutions. Finding, implementing and standardizing these solutions improves management's problem-solving skills. This is where kaizen reveals its power. Let's talk about the problems in the production method. These problems can be grouped under many headings, but these are the topics that should be addressed first;
- Quality problems occurring in rapid succession and the repair time spent on them
- Long machine downtime during type changeover
- Intermediate stocks accumulated due to non-sequential processes and their management
- Prolonging the delivery time of products and materials by waiting for various reasons
- Production site that cannot be managed with targets and wastes cannot be identified
- Absenteeism of staff who are unhealthy and overwhelmed by problems and cannot find a solution to their problems
- Unnecessary increase in labor force due to lack of proper man hour planning
- Unnecessarily extending the cycle time of the product with incorrectly designed process designs
- Untrained and ignored staff
- Unreliable equipment and machinery that break down too often
- Finally, there are many other factors such as work accidents.
In addition to these items, although not considered as a direct cost item "Organizational structure without vision " can also be added. Since the vision determines the ultimate goal of the company, in order to achieve this goal, the company must first and foremost be able to survive in the long term. Everyone now knows very clearly what conditions are necessary for a firm to maintain its existence.
Every manager with a broad vision can offer solutions to these problems with the TPS methods he/she will apply, improve his/her workplace, reduce costs and gain a very important difference in his/her tough competition with his/her competitors.
Gemba Partner brings expert consultants to your site by inviting You can get ideas on effective field management and identify the factors that increase your costs together on site.
"Every problem offers a new opportunity for improvement."Don't be afraid to address costs.