張宏傑

Expertise

Thirty-nine years on automotive manufacturing floors, spanning production engineering, painting, equipment maintenance and manufacturing management; before retiring he was responsible for the stamping, injection moulding and welding processes.

His work centres on TPM (Total Productive Maintenance), combined with TPS, QCC and shop-floor improvement: building and teaching equipment maintenance systems, policy deployment, suggestion schemes, process improvement, standard work coaching and change-point management on the floor.

He has long served as an in-house instructor, teaching the Toyota Production System, the seven wastes, visual management, problem-solving methods, material and information flow, maintenance fundamentals, shop-floor management fundamentals and inventory management.

Toyota / 國瑞體系經驗

Thirty-two years at Kuozui Motors (Toyota Taiwan), rising through engineer, equipment maintenance section manager and deputy manager to manager of the facilities and environment division, and manager of the manufacturing division responsible for stamping, injection moulding and welding.

Before joining Kuozui, he spent seven years at China Motor Corporation in production engineering, latterly as painting section manager.

Education: Department of Mechanical Engineering.

代表案例

Clients advised

HIWIN Technologies, Harbor Machinery, Taiwan Diamond Industrial, Dah Lih Machinery, Hwa Chi Industrial, San Lung Gear, Wei Fan Precision, Posen Spindle, Gifu Enterprise, Song Fu Machinery and Paoyah Industrial, among other machinery manufacturers.

The improvement figures, the differences in approach and the course of each implementation involve client information; he is glad to walk through them in person during a consultation.

Courses taught

Toyota Production System, the seven wastes, visual management on the floor, problem-solving methods, material and information flow, maintenance fundamentals, shop-floor management fundamentals and inventory management.