GBM – Global Benchmarking

Company certification carried out directly by the Japanese sensei of TEC - Toyota Engineering Corporation

The GBM - Global Benchmarking programme was researched and introduced by the sensei of TEC - Toyota Engineering Corporation - after working more than 40 years in the Toyota world.

The aim of Global Benchmarking is to spread the Toyota culture and apply its principles and tools in a structured and irreversible way. The specific objectives are:

Revitalisation of the workplace, greater involvement, and empowerment and motivation of people

Growth of know-how, lean culture and internal team involvement

Within the designed path, the company will be able to achieve objectives such as:

Increased plant productivity

Reduced lead time/wip and improved market responsiveness

Greater synchronisation between departments and with suppliers in a pull logic

Increased ability to measure and control work in progress through visual management

Definition of standards and best practices for the introduction of new models (flexibility in the mix)

Improving the quality of people's work

The Global Benchmarking will make it possible to understand the level of implementation of the TPS system within your company as well as to compare yourself with other participating companies around the world.
There are three phases of GBM:

Audit (genba walk and ohno cyrcles):

TEC Sensei carefully observe the company's reality by visiting plants and offices as well as asking questions and interacting with people. This refers, in particular, to 6 dimensions: workplace vitality, workplace management, people, flows and components, equipment and quality.

Collection and rationalisation of opportunities:

Downstream of the Audit, the Sensei take the necessary time to define and formalise their evaluation. The level expressed for each dimension is constructed based on the evaluation of predefined and standardised parameters.

Revitalisation Plan:

TEC's Sensei build the improvement path they consider suitable for the company, considering its starting point and characteristics. The roadmap provides targets for the implementation of the TTPS over a 3-year horizon and, on each dimension, sets forth the actions to be implemented in order to achieve the expected results.
Monitoring and redirection of the course can be carried out annually by the sensei themselves.