Improving Production Efficiency and Flexibility Through Innovative, Low-Investment, Space-Saving Production Lines

「Mirai Factory, which we have been developing at the Kasugai Plant as part of our manufacturing transformation, is scheduled to complete development of elemental technologies such as automation and quality enhancement in fiscal 2026. Under the new medium-term management plan Vision2030, we will globally roll out Innovation Lines incorporating Mirai Factory's elemental technologies, reduce the burden on workers, improve the workplace environment and address the decline in the working-age population.」

「The second site in Thailand, where production began last year, has entered full production, and the Company has begun the mass-production rollout of FutureFactory.」

「In light of the operation of Mirai Factory, which was launched at the Kasugai Plant to enable stable production, and its planned rollout across the Group, including domestic plants,」

「Mirai Factory, which has been pursued as a manufacturing innovation initiative, will complete its demonstration stage during fiscal 2023 and begin mass production in fiscal 2024.」

「Regarding the strengthening of competitiveness, we will continue demonstrating Mirai Factory, a manufacturing innovation concept, and plan to roll it out in stages to mass-production lines during the current fiscal year.」

「On 1 September 2022, the Company was certified as a “DX-Certified Operator” under the DX Certification System established by the Ministry of Economy, Trade and Industry.」

「We will continue demonstrating Mirai Factory, a manufacturing innovation concept combining digital technologies with the skills of experienced artisans, and plan to roll it out to plants from the next fiscal year.」

「We will continue demonstrating Mirai Factory, a manufacturing innovation concept combining digital technologies with the skills of experienced artisans, and plan to roll it out to plants from the next fiscal year.」

「From fiscal 2022 onward, in addition to responding flexibly to demand fluctuations and addressing production challenges, we will actively promote research and development and capital investment in line with the medium-term management plan. This will include strengthening competitiveness, such as preparations to launch Mirai Factory, responding to vehicle electrification, and developing new products in non-automotive businesses, with a view to transforming our business structure.」

「In the first year of the Medium-Term Management Plan 2025, the Company is actively deploying resources toward development for electrification, the construction of a demonstration line for the manufacturing innovation initiative FutureFactory, which combines digital technology with craftsmanship, the development of new businesses including insect-based food to address food-related challenges, and ESG management including initiatives toward carbon neutrality.」

「In the first year of the Medium-Term Management Plan 2025, the Company is actively deploying resources toward development for electrification, the construction of a demonstration line for the manufacturing innovation initiative FutureFactory, which combines digital technology with craftsmanship, the development of new businesses including insect-based food to address food-related challenges, and ESG management including initiatives toward carbon neutrality.」

「In the first year of the Medium-Term Management Plan 2025, the Group is actively deploying resources, primarily toward electrification, new business fields, and the manufacturing innovation initiative FutureFactory, which combines digital technology with craftsmanship.」

「We will pursue 24-hour unmanned operation using AI and IoT technologies, quality improvements through automated material handling throughout the production process, product-level quality assurance by assigning a QR code to each product, embedding the changeover expertise of skilled artisans into equipment mechanisms, standardizing shop-floor operators’ work, and digitizing changeover time reduction. We plan to roll out the concept named “Mirai Factory” globally in stages, starting from the Kasugai Plant.」

「As a Group, we worked to improve our earnings structure through production adjustments, including setting plant closure days, labor-saving measures and fixed-cost reductions.」

「As a Group, we worked to improve our earnings structure through production adjustments, including setting plant closure days, labor-saving measures and fixed-cost reductions.」

「As a Group, we worked on production adjustments, including temporary plant closures and the rescheduling of operating days, labor-saving measures and fixed-cost reductions, but were unable to fully offset the impact, resulting in a substantial decline in profit.」

「We will establish and roll out in stages vertically integrated in-house production lines using digital technologies, working to reduce costs, lead times and space requirements.」

「In automotive components, although new products launched in the previous fiscal year contributed to higher revenue, profit was squeezed by lower sales due to the market slowdown at the Chinese and Thai subsidiaries, losses from overtime and holiday work caused by difficulties securing personnel and high equipment utilization at the U.S. subsidiary, and additional costs incurred by the domestic subsidiaries to ensure quality.」

「Profit was squeezed by losses from overtime and holiday work caused by difficulties securing personnel and high equipment utilization at the U.S. subsidiary, as well as additional costs incurred by the domestic subsidiaries to ensure quality.」

「We will advance process reforms through product consolidation and digital technologies, including restructuring domestic production of shock absorber pistons and establishing consolidated processing lines for high-mix, low-volume production. The main factors were higher production preparation costs for new domestic products, production inefficiencies caused by difficulties securing personnel at the U.S. subsidiary, and delays in labor-saving rationalization through automation.」

「Under these circumstances, the Group established a second US plant and began full-scale mass production last August of new Toyota TNGA products, automatic transmission components, and other products. However, higher production preparation costs and the worldwide rise in raw material prices are weighing on profits.」

「Under these circumstances, the Group is advancing preparations to launch engine components, automatic transmission components, and other new TNGA products at its second US plant, where mass production is scheduled to begin in August this year, as well as developing an optimal global production and supply network and making rationalization investments aimed at improving production efficiency.」

「The Group is advancing the launch of new products at its second US plant and improving production efficiency and equipment utilization through the restructuring of its global production and supply network.」

「The Group is advancing the launch of new products at its second US plant and improving production efficiency and equipment utilization through the restructuring of its global production and supply network.」

「The Group is advancing the launch of new products at its second US plant and improving production efficiency and equipment utilization through the restructuring of its global production and supply network.」

「To secure competitiveness in quality, cost and production flexibility, we will pursue strong manufacturing by combining three elements: innovative, highly efficient production lines requiring low investment and little space; optimized personnel allocation through the development of multiskilled employees; and shop-floor management that scientifically controls the conditions for producing quality products.」