Seru: The Organizational Extension of JIT for a Super-Talent Factory

Kathryn E. Stecke, Yong Yin, Ikou Kaku and Yasuhiko Murase
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Kathryn E. Stecke: University of Texas at Dallas, USA
Yong Yin: Yamagata University, Japan
Ikou Kaku: Akita Prefectural University, Japan
Yasuhiko Murase: Akita Prefectural University, Japan

International Journal of Strategic Decision Sciences (IJSDS), 2012, vol. 3, issue 1, 106-119

Abstract: The Toyota production system (TPS) or lean has long been regarded as a powerful approach for managing manufacturing factories. However, in the early 1990s, the TPS was found not to work when it was applied to Japanese electronics companies. TPS is fit for a stable, but not volatile, business environment such as that which the electronics industry belongs. This volatile environment can be described as one with short product life cycles, uncertain product types, and fluctuating production volumes (sometimes mass, sometimes batch, and sometimes very small volumes). Seru, a new production organization, was developed to cope with this environment. Many leading global companies such as Samsung, Sony, Canon, Panasonic, LG, and Fujitsu have adopted seru. Seru overcame a lot of disadvantages inherent in TPS and brought amazing benefits to seru users. For example: 1) Seru requires a much smaller workforce, 2) It can greatly reduce space requirements, and 3) It can reduce lead time, setup time, WIP inventories, finished-product inventories, and cost. This article introduces seru’s history and defines various seru types. A seru pyramid is constructed to compare seru with the TPS. A JIT organization system is introduced. The authors show why applying it can bring great productivity, efficiency, and flexibility to a production organization.

Date: 2012
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