Strengthening and Accelerating the Make-to-Order Production System for Individual Orders
First written in FY2016. 22 of 29 entries say "Restated". Latest entry: FY2026.
0 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We built a new production system and began operating it for some products in April 2026. By consolidating product design information and manufacturing instructions into digital data, we are moving away from a production system dependent on individual expertise while optimising manufacturing and sales operations, including long-term demand forecasting, production planning and levelling of manufacturing processes.」
Efforts to accelerate and stabilise the made-to-order production system are taking concrete form through the consolidation of design information and manufacturing instructions into data, the launch of the new production system for some products, demand forecasting, production planning and process levelling. - FY2025AdvancedAnnual report
「We are also working to build a new logistics system, including the development of relay hubs nationwide to address the 2024 logistics problem.」
For the manufacturing and shipment system supporting made-to-order production, we are developing relay hubs nationwide to address the 2024 logistics problem. - FY2025-H1AdvancedAnnual report
「In addition to working to level out production between the first and second halves against a backdrop of strong equipment demand, efforts to secure data-center projects resulted in net sales of ¥21,500 million, up 15.0% year on year.」
To stabilise manufacturing and shipment capacity for made-to-order production, we levelled production between the first and second halves of the fiscal year, and sales in the Japan segment increased 15.0% year on year. - FY2024AdvancedAnnual report
「In April 2024, as part of the SIMA project, we launched a production booking system to appropriately coordinate production requirements for new-build projects, replacement projects based on past deliveries, and many small-lot projects with short lead times. We are stabilising production volumes and building a system for providing customers with delivery-date information.」
For faster made-to-order production and improved delivery-date management, a production booking system was launched in April 2024, enabling progress in production levelling and the provision of delivery-date information to customers. - FY2024-Q2RestatedAnnual report
「Efforts to secure orders, mainly for industrial air-conditioning systems, level out volumes and expand air-conditioning construction services resulted in net sales of ¥18,702 million, up 16.5% year on year.」
We continue to focus on securing orders and levelling production volumes, and are working to stabilise manufacturing and shipment volumes, including made-to-order production. - FY2023RestatedAnnual report
「The digitalisation of our manufacturing and sales operations is being pursued through the SIMA project (SINKO Innovative Manufacturing of AHU). By advancing the conversion of AHU design operations to 3D CAD and a bill of materials (BOM), we aim to move away from our longstanding labour-intensive business model.」
Efforts to strengthen and accelerate the made-to-order production system continue in the form of manufacturing and sales digitalisation and a shift away from the labour-intensive business model. - FY2023-Q3RestatedAnnual report
「While addressing delivery delays caused by difficulties in procuring materials, sales of industrial air-conditioning equipment, including equipment for data centres, increased,」
We continue to address delivery delays caused by difficulties in procuring materials. No new numerical target or completion date for shortening delivery times has been provided. - FY2023-Q2RestatedAnnual report
「We implemented measures focused on the revision of selling prices and tighter delivery-date management as the highest-priority issues.」
We continue to strengthen delivery-date management covering made-to-order production, manufacturing and shipment as a key initiative. - FY2022AdvancedAnnual report
「The company also launched the “SIMA (SINKO Innovative Manufacturing of AHU)” project to integrate the sales and manufacturing cultures through the merger and evolve the strengths of its make-to-order production model into a next-generation format.」
Efforts to strengthen and accelerate the made-to-order production system are taking concrete form through the integration of manufacturing and sales and the transition to digital design and production methods through SIMA. - FY2022-Q3RestatedAnnual report
「We will advance the “SIMA (SINKO Innovative Manufacturing of AHU)” project to rebuild our operational platform through digitalisation.」
We continue to rebuild our operational platform through SIMA to accelerate and modernise the made-to-order production model. - FY2021-Q3RestatedAnnual report
「We advanced the SIMA (SINKO Innovative Manufacturing of AHU) project to convert design and production know-how into digital technology and rebuild the operational platform.」
We continue to digitalise design and production know-how and rebuild our operational infrastructure to advance the made-to-order production model for the next generation. - FY2021-Q1RestatedAnnual report
「We focused on advancing the “SIMA (SINKO Innovative Manufacturing of AHU)” project, which aims to merge the manufacturing and sales cultures through the merger with 新晃空調工業株式会社 and 三井鉄工株式会社, formerly consolidated subsidiaries, while evolving the strengths of the made-to-order production model for the next generation.」
Following the manufacturing and sales merger, the SIMA project to evolve the made-to-order production model for the next generation remains ongoing. - FY2020ReframedAnnual report
「The company also launched the “SIMA (SINKO Innovative Manufacturing of AHU)” project to integrate the sales and manufacturing cultures through the merger and evolve the strengths of its make-to-order production model into a next-generation format.」
The company has repositioned the strengthening and acceleration of its make-to-order production system as the evolution toward a next-generation production model, including digitalization. - FY2020-Q3RestatedAnnual report
「To accelerate productivity improvements in sales and manufacturing through continued reviews of work processes and various system investments, the company resolved to merge with 新晃空調工業株式会社 and 三井鉄工株式会社, which are consolidated subsidiaries responsible for manufacturing, while the company itself is responsible for sales, among other measures.」
The company states that it will continue to review work processes and invest in systems related to improving make-to-order production services, while promoting integration of sales and manufacturing through the integration of the sales and manufacturing companies. - FY2020-Q2RestatedAnnual report
「Against this backdrop, while focusing on additional strategic orders, the Group worked to improve sales and manufacturing productivity through reviews of business processes and system investments to improve build-to-order production services and related areas.」
The company continues to review work processes and invest in systems to improve make-to-order production services as measures to raise productivity in sales and manufacturing. - FY2020-Q1RestatedAnnual report
「The company continued to pursue productivity improvements through integrated sales and manufacturing operations, including reviews of work processes and system investment to improve make-to-order production services.」
The company continues to review work processes and invest in systems to improve make-to-order production services as measures to raise productivity across sales and manufacturing. - FY2019RestatedAnnual report
「The company worked to optimize manufacturing and shipping capacity through productivity improvements based on coordination between sales and manufacturing, system investment to improve make-to-order production services and related areas, and the development of its logistics system.」
In addition to system investment for make-to-order production, the company continues to optimize manufacturing and shipping capacity, including by developing its logistics system. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the group focused on strategic orders for air-conditioning equipment and maintenance and construction services. To meet rising demand, it worked to expand and optimize manufacturing and shipping capacity through productivity improvements based on coordination between sales and manufacturing, system investment to improve make-to-order production services and related areas, and the development of its logistics system.」
In addition to system investment to improve make-to-order production services, the company continues to expand and optimize manufacturing and shipping capacity, including by developing its logistics system. - FY2019-Q2RestatedAnnual report
「The company worked to expand manufacturing capacity through system investment to improve make-to-order production services and related initiatives.」
The company continues system investment to improve make-to-order production services as a measure to expand manufacturing capacity. - FY2019-Q1RestatedAnnual report
「We worked to improve build-to-order production services and productivity through sales and manufacturing coordination, including through system investments.」
System investment to improve make-to-order production services and productivity improvements through coordination between sales and manufacturing remain key initiatives. - FY2018RestatedAnnual report
「System investment to improve make-to-order production services in anticipation of future demand growth.」
The company continues system investment to improve make-to-order production services as a measure designed to meet anticipated demand growth. - FY2018-Q3RestatedAnnual report
「System investment to improve make-to-order production services.」
The company continues to invest in systems to improve make-to-order production services. - FY2018-Q2RestatedAnnual report
「System investments to improve build-to-order production services and related areas」
The company continues to invest in systems to improve make-to-order production services. - FY2018-Q1RestatedAnnual report
「System investments to improve build-to-order production services and related areas」
System investment to improve make-to-order production services remains a key initiative. - FY2017RestatedAnnual report
「System investments to improve build-to-order production services and related areas」
System investment to improve make-to-order production services remains a key annual initiative. - FY2017-Q3RestatedAnnual report
「System investment to improve make-to-order production services and further production innovation based on coordination between sales and manufacturing.」
System investment and production innovation related to strengthening and accelerating the ability to respond to make-to-order production remain core business initiatives. - FY2017-Q2RestatedAnnual report
「Further advance strategic order-taking and production innovation centered on strengthening and accelerating the make-to-order production system.」
Strengthening and accelerating the make-to-order production system remains a central strategic focus. - FY2017-Q1RestatedAnnual report
「Against this backdrop, the group further advanced strategic order-taking and production innovation centered on strengthening and accelerating its ability to respond to energy-saving and electricity-conserving air-conditioning needs and make-to-order production, while also working to strengthen coordination with overseas affiliates.」
Strengthening and accelerating the make-to-order production system remains a central strategic focus. - FY2016First statedAnnual report
「The company further advanced strategic order-taking activities centered on strengthening and accelerating its make-to-order production system.」
The policy is to enhance the ability to respond to individual projects and accelerate order-taking.