Global Rollout of ERP Systems and Standardization of Order Management, Design, Production, and Cost Management
First written in FY2017. 8 of 15 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 3 of 7 companies on the "Worse" side.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「We will also establish an operating structure for the subscription business to expand sales of DX and AI products.」
The focus broadened from the existing core systems and operational standardization to expanding sales of DX and AI products and establishing an operating structure for a subscription-based business. - 2026-05-15RaisedManagement Plan
「社内人財のDX・AIスキル強化 AIを活用した業務棚卸・業務効率化を推進 DX・AI製品拡販に向け、サブスクリプションビジネスを模索」
業務デジタル化・DX投資の取組みが、社内人財のスキル強化、AIによる業務効率化、製品のサブスクリプション化の検討へ広がった。 - FY2025AdvancedAnnual report
「The Japanese segment’s Sagami Plant acquired equipment and machinery for ¥191 million and invested ¥213 million in business infrastructure to promote DX.」
As part of the shift toward core systems and business digitization, the Company invested ¥213 million in business infrastructure to promote DX. - FY2024AdvancedAnnual report
「In fiscal 2023, we completed the introduction of iCAD to advance our design operations. In the next fiscal year, we will introduce Microsoft365 and new business systems for individual functions including procurement, human resources, and expense settlement, and promote the digitization and paperless operation of our business processes.」
The introduction of iCAD for design operations was completed, followed by plans to introduce Microsoft365 and procurement, human resources, and expense settlement systems in the next fiscal year. - FY2022AdvancedAnnual report
「Although upgrades to the core systems were completed in fiscal 2021, we will continue to establish stable operations. We will also promote greater efficiency and use of smart technologies in production processes by introducing a new design system to link 3D and 2D data and integrate them with the core systems, linking design and processing systems, and introducing an IoT-based system to monitor factory operating conditions.」
Upgrades to the core systems were completed in fiscal 2021, and the Company moved to the stage of establishing stable operations. In addition, the introduction of a new design system, 3D/2D data integration, design/processing integration, and IoT-based factory monitoring was set out in specific terms. - FY2021ReframedAnnual report
「In terms of systems, we will complete the upgrades to our core systems undertaken since fiscal 2020 and promote the establishment of stable operations.」
The focus shifted from the global rollout of the existing ERP system and standardization of operations to completing upgrades to the core systems and establishing stable operations. - FY2020-Q3RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, ④ enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Six priority initiatives including advancing the global operating structure continue as initiatives under the medium-term management plan. - FY2020-Q2RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, ④ enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Six priority initiatives including advancing the global operating structure continue as initiatives under the medium-term management plan. - FY2020-Q1RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, ④ enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Priority initiatives including advancing the global operating structure continue as initiatives under the medium-term management plan. - FY2019-Q3RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, ④ enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Advancing the global operating structure continues as a priority initiative under the medium-term management plan. - FY2019-Q2RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, ④ enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Advancing the global operating structure continues as a priority initiative under the medium-term management plan. - FY2019-Q1RestatedAnnual report
「Under the medium-term management plan launched in FY2017, covering the fiscal years ending March 2018 through March 2020, we have adopted "A New Challenge for the AIDA New Century" as our slogan and are pursuing the following priority initiatives: ① market and customer development, ② enhancing product competitiveness, ③ strengthening priority businesses, enhancing the global operating structure, ⑤ developing and cultivating human resources, and ⑥ building a growth foundation.」
Advancing the global operating structure continues as a priority initiative under the medium-term management plan. - FY2018-Q3RestatedAnnual report
「Specifically, we will pursue the following priority initiatives: ① market and customer development, ② improving product competitiveness, ③ strengthening priority businesses, ④ advancing the global operating structure, ⑤ developing and nurturing human resources, and ⑥ building a foundation for growth.」
Advancing the global operating structure continues to be listed as one of the priority initiatives under the new medium-term management plan. Individual measures such as the ERP rollout have not been reiterated in this filing. - FY2018-Q2RestatedAnnual report
「Specifically, we will pursue the following priority initiatives: ① market and customer development, ② improving product competitiveness, ③ strengthening priority businesses, ④ advancing the global operating structure, ⑤ developing and nurturing human resources, and ⑥ building a foundation for growth.」
Advancing the global operating structure continues to be listed as one of the priority initiatives under the new medium-term management plan. However, specific measures such as the ERP rollout have not been reiterated in this filing. - FY2017First statedAnnual report
「As measures to strengthen global governance, we will roll out the ERP system globally and standardize operations worldwide in areas including order receipt, design, production and cost management.」
This was first presented as a specific initiative to standardize business processes and information systems across global locations.