Reorganization and efficiency improvements reducing domestic production sites from 3 plants to 2
First written in FY2016. 4 of 8 entries say "Advanced", first in FY2022-Q2. Latest entry: FY2025.
The whole theme swung hardest in 2018: 2 of 10 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「As a medium- to long-term growth strategy, we will consider and implement optimization of the production structures at the Okayama Plant, our main plant for shaped refractories, and the Yumoto Plant in Fukushima Prefecture, our production site for functional refractories, in response to changes in demand patterns.」
Following completion of the consolidation of non-shaped refractory production at the Ako Plant, the company has expanded the scope to include optimization of the production structures at the Okayama Plant for shaped refractories and the Yumoto Plant for functional refractories in response to demand patterns, and has indicated that these initiatives are moving into the implementation stage. - FY2025-H1AdvancedAnnual report
「The consolidation of the Group's manufacturing sites in western Japan has been completed, establishing an efficient and stable production structure.」
With completion of the production line at the Ako Plant, the consolidation of non-shaped refractory manufacturing sites in western Japan has been completed. Optimization of the production structures at other plants and in eastern Japan remains under consideration. - FY2024AdvancedAnnual report
「Construction has begun on a state-of-the-art production line at the Ako Plant in Hyogo Prefecture, the consolidation site for non-shaped refractory production in western Japan, with operations scheduled to begin in June 2024. In addition, we began considering optimization of the production structure at the Okayama Plant, our main plant for shaped refractories, and in eastern Japan in response to changes in demand patterns.」
Construction has begun on a new line to consolidate non-shaped refractory production in western Japan at the Ako Plant, and consideration has begun regarding optimization of the production structure at the Okayama Plant and in eastern Japan. - FY2022-Q2AdvancedAnnual report
「The purpose is to integrate the two companies and facilitate the future transfer of manufacturing operations as we consolidate the Group's non-shaped refractory manufacturing site in western Japan into the Ako Manufacturing Department of our Western Japan Plant.」
The company has reached the concrete stage of facilitating the transfer of manufacturing operations through the absorption-type merger with 帝国窯業, in preparation for consolidating the non-shaped refractory manufacturing site in western Japan. - FY2017-Q3RestatedAnnual report
「In April 2014, we completed the production consolidation efforts pursued since the management integration in October 2009. By reorganizing our domestic production sites from 3 plants to 2, we aim to achieve further efficiency improvements and establish a strong production structure with high cost competitiveness.」
The company reiterated its policy of reorganizing domestic production sites from 3 plants to 2 and improving efficiency and cost competitiveness. - FY2017-Q2RestatedAnnual report
「In April 2014, we completed the production consolidation efforts pursued since the management integration in October 2009. By reorganizing our domestic production sites from 3 plants to 2, we aim to achieve further efficiency improvements and establish a strong production structure with high cost competitiveness.」
The company reiterated the reorganization of domestic production sites from 3 plants to 2 and the resulting efficiency and cost-competitiveness improvements. - FY2017-Q1RestatedAnnual report
「In April 2014, we completed the production consolidation efforts pursued since the management integration in October 2009. By reorganizing our domestic production sites from 3 plants to 2, we aim to achieve further efficiency improvements and establish a strong production structure with high cost competitiveness.」
The company reiterated the reorganization of domestic production sites into a 2-plant structure and efficiency improvements as initiatives contributing to the realization of its basic policy concerning corporate control. - FY2016First statedAnnual report
「In April 2014, we completed the production consolidation efforts pursued since the management integration in October 2009. By reorganizing our domestic production sites from 3 plants to 2, we aim to achieve further efficiency improvements and establish a strong production structure with high cost competitiveness.」
The company described the completion of production consolidation and the reorganization into a 2-plant structure as means of improving efficiency and cost competitiveness.