Equalising orders among domestic manufacturing sites through standardised sewing specifications
First written in FY2017. 11 of 18 entries say "Advanced", first in FY2021. Latest entry: 2026-11-13.
The whole theme swung hardest in 2018: 2 of 11 companies on the "Worse" side.
12 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We closed the Shinshu plant to optimise the production structure over the medium to long term. Its production capacity of approximately 50,000 items will be reallocated among 3 domestic plants, and from April 2026 we are consolidating and improving the efficiency of the operating structure.」
The Shinshu plant was closed, and production capacity of approximately 50,000 items was reallocated among 3 domestic plants as part of the consolidation of production sites. The operating structure after consolidation began in April 2026. - 2026-05-15AdvancedRevision to earnings forecast
「In addition, we closed the Shinshu Factory to optimize our medium- to long-term production structure. The production capacity of approximately 50,000 units at the factory was reallocated to 3 domestic factories, and we have been consolidating and streamlining our operating structure since April 2026.」
国内生産拠点の閉鎖、生産能力の再配分、稼働体制の集約を実施段階として記載している。 - FY2026-H1AdvancedAnnual report
「At our domestic plants, production costs increased due to higher prices for raw and auxiliary materials and rising labor costs. As further cost increases are expected from substantial minimum wage revisions, we will maintain plant utilization through initiatives with new customers, primarily for custom orders, while pursuing labor-cost negotiations with existing customers and productivity improvements to enhance profitability.」
At the domestic factories, maintaining utilisation through custom orders from new customers, negotiating processing fees and improving productivity are being pursued as specific measures to improve profitability. - FY2025AdvancedAnnual report
「At our own domestic factories, the operating environment has remained challenging due to higher production costs, including increased prices for raw and auxiliary materials and rising personnel expenses. However, as a result of actively developing new customers, orders increased, mainly for ready-made products. We will continue working to develop new customers and improve productivity to improve profitability.」
While production costs continued to rise, orders increased, mainly for ready-made products, through the development of new customers. - FY2025-H1WorsenedAnnual report
「At our own domestic factories, the number of items produced fell below the same period of the previous year because orders for custom shirts declined due to higher costs, inflation and higher retail prices. From October onward, we aim to improve performance through expected growth in orders, further reviews of fixed costs and other measures to improve expense efficiency.」
Due to higher costs, inflation and higher selling prices, orders for custom shirts and the number of items produced at domestic factories fell below the same period of the previous year. Expected growth in orders from October onward and a review of fixed costs are being pursued as countermeasures. - FY2024-Q1ReframedAnnual report
「While further strengthening coordination among the 4 domestic plants and expanding capacity, we will also take on the expansion of new items that can be produced using shirting fabric, including women's blouses and shirt dresses, as well as custom shirts that draw on our technical capabilities.」
Following the integration of the production businesses of the 4 domestic plants, the measures were expanded beyond equalising orders and strengthening coordination among sites to increasing capacity and producing new items such as women's blouses and shirt dresses. - FY2023AdvancedAnnual report
「The production businesses of the 4 domestic plants, Nagasaki, Koriyama, Kagoshima and Shinshu, are being integrated to improve operating efficiency and strengthen coordination within the production structure.」
The production businesses of the Nagasaki and Koriyama plants were transferred to YAMAKI Sewing, and the Manufacturing segment turned from a loss in the same period of the previous year into a ¥50 million profit as a result of consolidating the 4 domestic plants into a single company. - FY2023-Q2RestatedAnnual report
「In addition, we transferred our Nagasaki and Koriyama plants to Takayama CHOYA Sewing Co., Ltd., a consolidated subsidiary, and changed the subsidiary's name from Takayama CHOYA Sewing Co., Ltd. to YAMAKI Sewing Co., Ltd. in line with the consolidation of the production business into a single company. Accordingly, from the first quarter of the consolidated fiscal year, the relevant business, which had previously been included in Domestic Sales, has been included in Manufacturing.」
The transfer of the Nagasaki and Koriyama plants and the consolidation of the production business into a single company continued to be assumed from the previous quarter and was also reflected in the segment classification for the current quarter. - FY2023-Q1AdvancedAnnual report
「In addition, we transferred our Nagasaki and Koriyama plants to Takayama CHOYA Sewing Co., Ltd., a consolidated subsidiary, and changed the subsidiary's name from Takayama CHOYA Sewing Co., Ltd. to YAMAKI Sewing Co., Ltd. in line with the consolidation of the production business into a single company.」
On 1 April 2022, the production businesses of the Nagasaki and Koriyama plants were transferred to a consolidated subsidiary, integrating the production businesses of the 4 domestic plants. The reorganisation was carried out to strengthen coordination within the production structure and improve operating efficiency. - FY2022-Q3AdvancedAnnual report
「We are implementing further reviews of the production structure at our own factories in Japan and overseas and working to improve profitability.」
The disclosure states that additional reviews of the production structure at the Company's own factories in Japan and overseas are being implemented to improve profitability. - FY2022-Q2AdvancedAnnual report
「We are implementing further reviews of the production structure at our own factories in Japan and overseas and working to improve profitability.」
Additional reviews of the production structure at the Company's own factories in Japan and overseas are being implemented to improve profitability. - FY2021AdvancedAnnual report
「As part of the shift to a high-value-added production structure at our 4 domestic plants, Nagasaki, Koriyama (Fukushima), Kagoshima and Shinshu (Nagano), we will strengthen coordination, review the cutting and sewing lines for ready-made products and custom shirts, and improve profitability. At the same time, we will take on the production of new items that leverage our technical capabilities, including shirt jackets, shirt dresses, eco-bag handkerchiefs and uniforms for government agencies.」
The measures were made more specific, expanding from merely equalising orders and strengthening coordination among domestic plants to coordination among the 4 plants, line reviews, high-value-added production and production of new items. - FY2020ReframedAnnual report
「At our 4 domestic production plants, Nagasaki, Koriyama (Fukushima), Kagoshima and Shinshu (Nagano), we will strengthen coordination, review the cutting and sewing lines for ready-made products and custom shirts, and improve profitability. At the same time, we will take on the production of medical gowns to help prevent COVID-19 infections and masks made using shirting fabric, drawing on our technical capabilities.」
The description of the measure was made more specific, shifting from standardising sewing specifications and equalising orders to improving profitability by strengthening coordination among the 4 domestic plants and reviewing their cutting and sewing lines. - FY2019RestatedAnnual report
「Equalising orders among domestic manufacturing sites through standardised sewing specifications and other measures」
The measure to equalise orders among domestic manufacturing sites through standardised sewing specifications and other measures was reiterated. - FY2018RestatedAnnual report
「Equalising orders among domestic manufacturing sites through standardised sewing specifications and other measures」
The measure to equalise orders among domestic manufacturing sites through standardised sewing specifications and other measures was reiterated. - FY2017First statedAnnual report
「Equalising orders among domestic manufacturing sites through standardised sewing specifications and other measures.」
The Company explicitly identified for the first time, as a management strategy, a measure to standardise sewing specifications among domestic manufacturing sites and equalise orders.