Webinar for factories by Panasonic India & Asprova

Webinar Registration;

To join the training part, please register by Sep.24.

A wise man in Indonesia

That is Mr. Yamamoto of PT. BAHTERA HISISTEM INDONESIA, an Indonesian partner.

He has published various kinds of profound information related to Indonesia on the web for a long time, so many of you may already know. When I talked to the project leader of a global manufacturing company, I asked “Where did you get the infomeration?”, It was from his site.

Yamamoto <right> and a member of his company

Mr. Yamamoto has been working in Indonesia for more than 20 years since 1997, and currently has an Asprova businessfor Japanese manufacturers based in West Bekasi, about 15 km east of Jakarta.

A major turning point in Indonesia’s history was the Indonesian currency crisis that occurred in tandem with the Thai currency crisis in July 1997, and public dissatisfaction finally exploded in 1998 when the prices of fuel and daily necessities increased. A major Jakarta riot occurred in May.

That day, he took four hours to get home from a building in South Jakarta.Because he needed to avoid crowds gathering at the intersection and people with goods which they stole at supermarkets. That sight seems to be unforgettable for him.

In the early 2000s, he noticed the boom of ethnic goods and Asian furniture in Japan, and for a time left Jakarta to establish an export company in Bali,where he produced Indonesian furniture and exported traditional fabrics such as batik and ikat to Japan. I also have a history of having been (an international businessman!).

Pedestrian heaven in West Bekasi

The blog, which also serves as the company’s homepage, has been running for more than 10 years, and informationabout Indonesian IT business, current affairs, living information, etc. is updated irregularly. I think it will be helpful forthose who will work in Indonseia.

The company name, BAHTERA, is derived from the Indonesian word “Bahtera Nuh” for “Noah’s Ark” described in the Genesis of the Old Testament, and the Portuguese bateira (“Portuguese”) is the origin of the mackerel sushi “battera”. (Bateira = boat / boat).

with Chinese New Year decorations in the background

Mobile: 081-8801414

email : yamamoto@asprova.com    (yama@bahtera.jp)
homepage: https://bahtera.jp/

Jl. Boulevard Selatan, Ruko Emerald Commercial, Blok UC22, Summarecon
Bekasi, Jawa Barat 17141  


それはインドネシアのパートナーであるバッテラハイシステム (PT. BAHTERA HISISTEM INDONESIA)の山本さんです。


オフィスの前でスタッフと 右が山本さん







会社名のBAHTERAは、旧約聖書の創世記に記述されている「ノアの方舟」のインドネシア語「Bahtera Nuh」から命名されており、鯖の押し寿司「バッテラ」の語源であるポルトガル語の bateira(バテイラ=小舟・ボート)と同じです。


Mobile: 081-8801414

email : yamamoto@asprova.com    (yama@bahtera.jp)
homepage: https://bahtera.jp/

Jl. Boulevard Selatan, Ruko Emerald Commercial, Blok UC22, Summarecon
Bekasi, Jawa Barat 17141  

Hub Inc., one of ideal partner in Japan

Hub Inc in Hamamatsu City, Shizuoka Prefecture has been an Asprova distributor since the time of the founder’s previous president. President Matsushita is the son of his predecessor, so father and son have been working on Asprova business for two generations.

map hamamatsu in Shizuoka Prefecture

Hamamatsu produces humanities that stand out in the production industry. Hometown of the founders of Yamaha Motor, Honda and Suzuki.Mr. Sakichi Toyoda was in Shizuoka, and his descendants founded Toyota. This area is amazing.

There are many world-class factories in Shizuoka Prefecture including those companies. Hub has dealings with many of them.

“I don’t want to do temporary work. It ’s easy just for a business, but it ’s not possible for us and our employees to acquire high skills if we don’t struggle with major companies’ difficult jobs.”

Today, Hub has got businesses from not only Japan but also global world-leading companies, so he is busy every day, however, he is dedicated to Kendo training and teaching on holidays. We would like him to continue to do Asprova business with his employees.

Hub Inc.
216-19 Motoshiro-cho, Naka-ku, Hamamatsu-shi, Shizuoka 430-0946
TEL: 053-459-3400
Homepage http://habu-jp.com/
Contact us by email here http://habu-jp.com/contact/

浜松のパートナー ハブ社


松下 岳 社長は先代の息子さんですから親子2代に渡りAsprovaのビジネスをしていだだいている訳です。


ヤマハ発動機, ホンダ, スズキの創業者の出身地です。




地元だけではなく世界的自動車部品サプライヤーや海外の仕事も引き受けて忙しい毎日ですが 社長は休みの日には剣道の修行と指導に励んでおられます。



〒430-0946 静岡県浜松市中区元城町216-19 フジヤマ元城ビル4F
ホームページ http://habu-jp.com/
メールでのコンタクトはこちらから http://habu-jp.com/contact/ 

Introduce Mr.Rho CEO of Asprova Korea

Mr. Rho (Rho Choongho), CEO of Asprova Korea graduated from a Korean university and studied earth science using the computer at the University of Tokyo.

Then he joined Asprova corp. , and became one of the development members.

“The project was hard because it was to make a new Asprova be the world No.1, which could deal with all the problems which the previous Asprova could not handle.”

“Asprova is now the world’s best with 2880 sites in 44 countries. I am glad as one of the developers of Asprova. ”

Then, Mr. Rho returned to Korea and is now president of Asprova Korea. Rho has more than 40 users, including Korea’s major business group.

But he often says, “Business is difficult. I can’t get a profit.”It’s natural because he cares too much about customers. But he is loved by everyone.

Rho is an expert in Japanese and loves tuna and grilled chicken, so he wants to do support work in Japan as well.

He should have got a manufacturing award from the Japanese government.

If he was in Japan in 2018.
He would have got the noble award.

You can see the economic
minister and our development
members in this poster.

Mr.Rho should have been here.

Asprova Korea Co., Ltd.#524, Hyundai Parkville 41, Gongwon-ro, Guro-Gu, Seoul, 08298, Korea(주) 대표 이사 노츈호 배상 휴대폰 : 010-5511-9190 http://asprova.co.kr/E-mail: rch@asprova.co.krrch_1234@hanmail.net

Vendor Managed Inventory

VMIVendor Managed Inventory (VMI) was introduced by Kurt Solomon Associates in 1992. VMI is a collaborative strategy between the buyer and supplier to optimize the availability of products at a minimal cost. Under VMI, the buyer authorizes the supplier to manage the inventory of stock-keeping units (SKU) at the buyer’s site(s) under a mutually agreed framework of performance targets. The buyer provides the supplier with sales and/or inventory status information whereas the supplier makes and implements decisions about replenishment quantities and timing.

VMI provides the supplier with the opportunity to better manage its own production, inventory and transportation cost. In exchange, the buyer typically receives price discounts or improved terms of payment from the supplier. A well-designed and developed approach to VMI can lead not only to reductions in inventory levels in the chain, but also to secondary savings arising from simplification of systems and procedures.

A supplier of industrial fasteners to a customer in the automobile industry supplies track-side and assembly positions, and is paid a predetermined sum for each vehicle completed and shipped. VMI avoids accounting for single or small quantities of low-cost items, and consolidates a large number of small payments into a smaller number of larger payments. The benefits are shared where buyers receive higher service levels, and improved cash flows. In return, vendors enjoy better visibility of changing demand and greater customer loyalty.

The real benefits are those which attach neither to the buyer nor the seller in particular, but to the supply chain as a whole. These include management undertaken by whoever is best positioned or qualified, a smoother flow of materials, an enhanced flow of information, simplified administrative procedures, and the placing of the competencies of supply more firmly with the supplier.

It is unlikely that vendor management will be seen as appropriate for all classes of inventory. Generally speaking, it is likely that category C items (wide range, low cost) might be seen as being particularly appropriate, where there is a wide market and a number of suppliers wishing to differentiate their offerings by virtue of service. Items where there is a strong interdependence between seller and buyer might attract consideration of the possibilities of VMI.

The great news is that a data-driven approach using Asprova has shown to achieve big improvements in forecast accuracy. Our users can now precisely estimate the future inventory of materials based on the quantity of finished products that consumers will purchase. In VMI collaborative environment, clients can then easily furnish their suppliers with these prospective materials requisition or their suppliers can simply access these records via Electronic Data Interchange. Hence, Asprova has been instrumental in successful implementation of VMI between our clients and their suppliers.

Photo credit: Flickr © Nick Saltmarsh

Asprova Modules and Options

Asprova is a lean-manufacturing solution that provides a high-performance scheduling tool for manufacturers. It offers various modules and options that help meet the demands of customers in the manufacturing industry.

modules and functions

Asprova MES – Manufacturing Execution System
This enables viewing and confirmation of the schedule and/or input the results of the production.

Asprova BOM – Bill of Material
This is the terminal for the master data maintenance.

Asprova MRP – Material Requirement Planning
This module allows creation of a schedule with more simplified Integrated Master settings. This is most useful in calculating the required material quantities assigning them with infinite capacity.

Asprova MS – Manufacturing Scheduler
This performs short term scheduling and creates detailed production schedule through finite capacity scheduling.

Asprova MS Light – Manufacturing Scheduler Light
This is a module based on the MS module which splits several features as options for customers. There are 5 available options for MS Light which will be the same as MS if all are taken. The available options are as follows:

  • Scheduling Command allows detailed customization of the structure of scheduling parameters by editing (add/delete/reorder) the commands executed during rescheduling.
  • Auto-replenishment generates orders automatically to prevent inventory from going below the safety stock level based on lot sizes and time period grouping.
  • Sub resources allows assignment to more than one resource at the same time. For example, you can assign workers, jigs or molds with machines.
  • Operation split option splits operations specifying lot size in order to assign them to several machines to shorten lead time.
  • Branching process allows assignment of processes which produce multiple outputs.

Asprova APS – Advanced Planning and Scheduling
This allows performing long, mid, and short term scheduling across sales, manufacturing and purchasing in a single module.

In every module, a Gantt chart is available as user interface. The following modules: APS, MS, MS Light, MRP can make the production schedule while MES can be used to confirm a schedule or input the result. BOM, on the other hand, is used to maintain the master.

Furthermore, there are seven advanced options in Asprova that you can choose from:

Option Description
Sales Ties-in the sales orders information with the production plan. Based on the results of the production schedule and knowing the confirmed quantities of inventory, we can easily and accurately forecast the situation and provide due dates for the orders.
Purchase Links the production plan with the purchase information through scheduling purchasing of the materials with the constraints of the material delivery plan.
KPI Shows calculation and evaluation of KPIs for the whole project or specific orders, resources, and items.
Optimization Reassigns the operations to control the work sequence.

For example, the same products are grouped to shorten the set up time or products are sorted from based on color (light to dark)

Time constraint MAX Limits the time between the end of the previous process and the start of the next process. This is efficient for perishable WIP such as food, medicines, chemicals, etc.
Resource lock Locks a resource to prevent assignment of other operations within a certain period of time or until the current operation is completed. This is efficient for tank facilities or molds which cannot do other operations until the end of the next process.
Event Generates events in certain conditions e.g. maintenance, equipment clearing

Using these features will help you in efficiently making a schedule. For more details of the modules and options, please refer to Asprova’s online help. You can also request to download the free trial version of Asprova that has all these modules available for you to study.


How to Address the Top Problems in the Manufacturing Industry

flickr ©Carmella Fernando

A customer orders 100,000 pieces of apparel. Manufacturer promises to deliver 2 months from the date of order. Due to challenges in the line, the request was not delivered on-time. The customer lost a week’s worth of profit and so does the manufacturer.

One of the most common problems in the manufacturing industry is the lack of ability to quickly calculate and provide an accurate Available-To-Promise (ATP) quantity and delivery dates. ATP is the ability to project quantity and commit delivery dates based on availability of resources. It is essential for a manufacturing company to know its available resources first before committing quantities and dates to the customer.

A manufacturer needs to know how much inventory it has to be able to commit on ordered quantity. It is critical that the company has an accurate record of inventory as any shortages may lead to delay in due dates.

When a customer places an order, the manufacturing company checks available inventory plus incoming supply and projects when to deliver the order. This information is vital as this is what the customer holds the manufacturing company accountable for. A few delays on the promised date can affect the company’s credibility and may lead to customer disappointment.

These problems are inevitable—some within the company’s control, while others are caused by external and uncontrollable factors. Any changes in orders due to material shortages, machine breakdown, and labor absenteeism can impact order availability. The key in addressing these problems is to plan within these limits also known as constrained production scheduling. Planning with all constraints considered guides the company in giving a more realistic production schedule.

One major way to deal with this is through Asprova, Japan’s No.1 production scheduling software which has been around for more than 20 years and is deployed in almost 2,000 factories worldwide. The system helps manufacturers achieve a bird’s eye view of their detailed production schedule wherein any changes can be easily taken into account. The system will aid the company in planning the right schedule at the right resource, at the right quantity and at the right time, thus driving business growth and increasing customer satisfaction.

To experience Asprova first-hand, you can download the trial version by clicking the button below:


Classifications in Manufacturing Industries Part I

Silk factory


Assembly type

This is one of the most commonly used classifications. It pertains to factories where parts are assembled to make a product. This is also known as “discrete type”.

Process type

This is also one of the most commonly used classifications. It is where the product is produced from the material through a chemical change. Process type is also known as “non-discrete type”.


Mass production of scant kind of products

From a factory’s point of view, this classification is efficient. This is mainly because it is easier to mass produce than to create different products.

Small volume production of diversified products

Recent trends show that mass production of scant products is slowly dropping away. This is why small volume production of varied products came to be. This is developed to meet the different needs of consumers.


Make-To-Order (MTO)

As discussed in the previous paragraph, consumer needs vary. So, in order to satisfy the growing needs of the populace, MTO was conceived. MTO is generally a business production strategy that allows customers to buy products that are customized to meet their specifications.

Make-To-Stock (MTS)

This is the traditional production strategy. It relies on demand forecasts that determine how much stock should be produced.