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a classroom and the problems arising with the production of that shoploor as training material. At the time the course lasted a month, where 1/3 of theory was sided by 2/3 of practical application of the concepts learnt by theoretical explanation. Nowadays similar courses are held with the same assumptions, in a shorter lapse of time and larger classrooms, and focused on continuous improvement. one distinctive feature of the P-Course is the capability to train people quickly, fostering their ability to “see” waste (
106:(JMA) decided to start off a course specifically conceived for the development of those skills and knowledge required to production technicians. That was the P-Course. The training format was basically an off-site program. It was held each time in a company that would host the lessons at its shopfloor. It consisted of sessions of intensive work until late evening and it lasted one full month. Such formula was based on the scheme of a former practical course held by the
78:(P stands for Production) is a practical training program about Industrial Engineering implemented to teach the main techniques for industrial work improvement (改善 "kaizen" in Japanese). Although especially aimed at applications in manufacturing, it can be useful also to transfer the core concepts of systematic improvement approach to people involved in operational activities in non-manufacturing businesses (i.e. services, indirect corporate functions).
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One of the core features of the course has been, since the beginning, the use of a training methodology based on “learning while improving” (not just as commonly referred to as "learning by doing"). That is performed by setting the activities at the shopfloor of a real factory and using that place as
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Up to 1956 a total of nineteen (19) editions were held, which allowed the training of 410 participants. This course had been created by the joint effort of JMA and the
Japanese Government intending to supply the most promising enterprises with the right tools and operational know-how in order to get
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principles, the TPS introduced a strongly innovative element, which turned over completely the work philosophy. The underlying statement is that «If one wants to reach success in the long run, it is not possible to separate the development of human resources from the development of the production
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could therefore be considered a compact version of the original course offered by this body, saving as much as possible the value of the original course. The first and second edition of the P-Course (Production Course) were held at the Kōsoku Kikan Kōgyō (高速機関工業 High Speed Engine Ind.) of
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The transfer of analysis and productive improvement techniques through brief theoretical sessions, focusing on the
Industrial Engineering methods of analysis. The objective is to develop the ability to work out real solutions against the root causes generating critical situations /
159:. Mr. Taiichi Ohno adopted these training modules within Toyota. In 1955 the courses were held for those employed at the Koromo plant – the only one existing at the time. The contents of the course were essentially the first elements of Industrial Engineering.
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had been in charge of the course from 1947 to 1955, for a total of about 80 courses and 3,000 trainees; from 1956 to 1958 Shingo held in Toyota one course each month. To deliver the course Shingo had one assistant, who was for a period Mr
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The P-Course of the first editions consisted of training sessions addressed to groups of twenty people, initially made up half by people from Toyota Motor and half by companies of the Toyota group, amongst which – for example –
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the maximum value by the least investment from the resources of a
Country willing to go a step further the post-war reorganization. This was especially an orientation shared by an automotive company (
143:(TPS) is the approach to production engineering and organisation set in the 1950s by the said carmaker with the objective of increasing dramatically the efficiency of the company.
135:) which would soon become a top reference for its best practice in the management of production. Thanks to the great contribution by Mr.
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Alternation of theoretical and practical sessions continues to be one of the distinctive and valuable features of the course.
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it was necessary to reconstruct the foundations of the
Japanese industrial system: in May 1946 (year 22 of the Showa era) the
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Teaching how to realize the improvement cycle by means of practical and concrete application at the workplace (
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that states a
Knowledge editor's personal feelings or presents an original argument about a topic.
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and was intended for production technicians, so they could best contribute to the rebirth of the
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JMAグループの原点・The DNA of JMA Group - JMA Group no genten (The origins of JMA Group)
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244:, Edited by JMA Group renkei sokushin iinkai, Tokyo 2010 - pp. 34–35.
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Namely, the "Association of
Japanese Industries" - a body pre-existing JMA
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This happens by pursuing two main objectives on top of others:
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personal reflection, personal essay, or argumentative essay
180:無駄) and guiding people towards autonomous improvement.
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62:Learn how and when to remove this message
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172:worldwide within the JMA Group.
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265:Japan Management Association
104:Japan Management Association
108:Nihon Kōgyō Kyōkai (日本工業協会)
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223:see the biography of Mr.
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141:Toyota Production System
86:This course was born in
260:Industrial Engineering
148:Industrial Engineering
92:manufacturing industry
42:by rewriting it in an
170:management consulting
133:Toyota Motor Company
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112:P-Course
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96:postwar
94:in the
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38:Please
270:Kaizen
255:Genba
193:genba
157:Denso
88:Japan
275:Muda
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