The sophistication, precision and expanse of manufacturing technology.
"KPS rooted in America," described by the leaders of KMM.
To demonstrate through interviews with five senior executives responsible for manufacturing at KMM, the responsibilities KMM has fulfilled for the local area and its advancements in manufacturing revolving around the axis of KPS.
Japanese and American manufacturing fused:
Kawasaki Production System (KPS) of KMM
Mike BoyleKawasaki Motors Manufacturing Corp., U.S.A. (KMM)
COO, Senior Vice President
The KPS of KMM is a hybrid manufacturing method, which integrates Japanese attention to detail and willingness to persevere with the necessary training, with American creativity and ingenuity, and forms the foundation for all KMM employees' way of thinking.
Safe and comfortable product lines
created by “Nebraska work ethic”
Bryan SaucermanKawasaki Motors Manufacturing Corp., U.S.A. (KMM)
Vice President, Deputy Plant Manager, Rail Car Division General Manager
In an era of quickly advancing technology, a highly skilled workforce is necessary, so we must work to improve the skills of our employees at KMM. What’s important is to put more effort than others into improving your own skill level, and to have the management to promote that effort, make it fun and draw from it the confidence that you can achieve your goals.
Building “WareHouse Management System”
that embodies the KPS
Brad NelsonKawasaki Motors Manufacturing Corp., U.S.A. (KMM)
Director of Operations, Consumer Products Division
We built a new material management system that embodies thorough elimination of waste—a central idea of the Kawasaki Production System (KPS). As a result, we not only streamlined production, but also succeeded in a great reduction of material storage space.
The first Kawasaki Heavy Industries to take on
the challenge of manufacturing aircraft
components in the U.S.
Koichi MatsuiKawasaki Motors Manufacturing Corp., U.S.A. (KMM)
General Manager, Aerospace Division
KMM was the first Kawasaki Heavy Industries (KHI) to become an airplane components manufacturing plant in the United States. Familiarization training for the full-scale manufacturing of the Boeing 777 X's cargo door is ongoing, and the plethora of achievements of Kawasaki Production System (KPS) in KMM is leveraged as the foundation for the challenge.
Creating an environment where we can share
information and learn from each other
Anita CoulterKawasaki Motors Manufacturing Corp., U.S.A. (KMM)
Vice President, Plant Manager, MVL
All employees, from the Accounting Department to the Quality Department, from cafeteria staff to cleaning staff, share information. We have to have the mindset that good and bad news (production defects, financial issues, etc.) should be shared in order to make good decisions regarding the manufacture of our products. Employees who want to improve, seek to broaden their perspective and knowledge of the overall business situation.
Kawasaki Motors Manufacturing Corp., U.S.A. (KMM)
KMM was established in 1974 as the manufacturing division for KHI’s motorcycle business in the U.S., and became independent in 1981, adopting the name KMM. In 1989, the Maryville Plant was established as a branch plant in Missouri, 210 km away from Lincoln.Currently, KMM consists of four divisions: the “consumer products division,” the “rail car division,” the “aircraft division,” and the “engine division,” with more than 2,000 workers, including temporary employees, at the Lincoln Plant and 1,100 at the Maryville Plant. KMM itself is not only creating jobs, as the population of Lincoln numbers around 280,000, and Maryville around 12,000, but also does business with 250 local enterprises, making a large contribution to the states of Nebraska and Missouri.