Shortening lead times for quotation, order intake, manufacturing and shipping
First written in FY2016. 19 of 25 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2025: 2 of 9 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As the second phase of digitization following the design system, we built a new production system aimed at shortening product lead times and improving quality, and began operating it for some products in April 2026.」
The new production system aimed at shortening lead times and improving quality has progressed to the start of operations for some products in April 2026. - FY2024AdvancedAnnual report
「Specifically, new changes are emerging in production planning, estimation, marketing, maintenance and the use of technical data through such initiatives as a production reservation system using AI technology that has begun operating; SINKO Direct, a service that allows customers to search the Company's proprietary product database themselves; SINKO Kaza-shite Maintenance, which provides access to maintenance information via QR codes on products; and an internal drawing search system using image-recognition technology.」
The longstanding digitization efforts under SIMA have progressed to the launch of operations including production reservations, product data searches, provision of maintenance information using QR codes and drawing searches using image recognition. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Company advanced the SIMA (SINKO Innovative Manufacturing of AHU) project to digitize operations and sales initiatives for products and services targeting 5 priority markets, including industrial and data center applications.」
Continuing operational digitization through the SIMA project. No new numerical target or completion date for shortening lead times is provided. - FY2024-Q1RestatedAnnual report
「In addition to addressing rising costs, including through sales price revisions, the Company advanced initiatives based on its medium-term management plan, move.2025, including the SIMA (SINKO Innovative Manufacturing of AHU) project aimed at moving away from labor-intensive operations, sales initiatives for products targeting 5 priority markets, including industrial and data center applications, profitability improvements in the air-conditioning installation business, where demand is strong, and profitability improvements in the China business.」
Continuing to digitize sales and manufacturing operations, including through SIMA, and move away from labor-intensive operations, alongside initiatives for priority-target sales, air-conditioning installation and the China business. - FY2023AdvancedAnnual report
「The Company has also begun implementing the developed 3D CAD system, AI-based production-hours forecasting and a search system that recognizes component images in drawings.」
The longstanding system investment and business process improvement initiatives have progressed to the start of implementing 3D CAD, AI-based production-hours forecasting and a component-image search system. - FY2023-Q2RestatedAnnual report
「Advancing operational digitization through the SIMA (SINKO Innovative Manufacturing of AHU) project」
Continuing to accelerate production and order-related operations through operational digitization under the SIMA project. - FY2022AdvancedAnnual report
「The project aims to establish an innovative air-conditioning equipment production method by digitizing the know-how required for longstanding customer requirements, the resulting design and manufacturing instructions, and customization, and integrating design and production through end-to-end information flows from the upstream processes. Progress has already been made on developing a 3D CAD system, AI that automatically forecasts production hours, AI that recognizes and searches for component images on drawings, and introducing a line-production system into product assembly, which had primarily used cellular production.」
The longstanding initiative to accelerate operations through core systems and sales and manufacturing coordination has progressed to specific applications including 3D CAD, AI-based production-hours forecasting and component-image searches, and the introduction of line production. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Company worked to improve the long-term growth potential and profitability of the business by advancing the SIMA (SINKO Innovative Manufacturing of AHU) project to rebuild the operational platform through digitization and expanding its product lineup of heat-pump air-conditioning units.」
Continuing to improve production and operational efficiency through the digitization of the operational platform. No new numerical target or completion date for shortening lead times is provided. - 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.」
Continuing productivity improvement initiatives through the digitization of design and production know-how and the reconstruction of the operational platform. No new numerical target or completion date is provided. - FY2021-Q2AdvancedAnnual report
「Against this backdrop, the Company worked to accelerate the organizational integration of sales and manufacturing following the merger with its consolidated subsidiaries, while advancing the SIMA (SINKO Innovative Manufacturing of AHU) project to convert design and production know-how into digital technology and rebuild the operational platform. This included developing a 3D CAD system that can automatically update linked equipment dimensions and other specifications and output the processing data required for production, as well as using artificial intelligence (AI) to predict production hours that had traditionally been planned by experienced employees.」
The longstanding initiative to improve productivity through system investments and sales and manufacturing coordination has progressed to specific development of functions including a 3D CAD system and AI-based production-hours forecasting. - FY2020RestatedAnnual report
「We will advance the reconstruction of our core systems, including the integration of design, estimation and procurement, and quality assurance functions and the review of business processes, with the aim of further improving productivity.」
Continuing to improve information and operational coordination as a means of improving productivity through sales and manufacturing integration, business process reviews and the reconstruction of core systems. - FY2020-Q3RestatedAnnual report
「To accelerate sales and manufacturing productivity improvements through reviews of business processes and various system investments that had been ongoing」
Continuing to improve sales and manufacturing productivity through business process reviews and system investments, with the merger intended to accelerate these efforts. No new numerical target for lead times is provided. - 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.」
Continuing strategic orders, business process reviews and system investments to improve build-to-order production services. - FY2020-Q1RestatedAnnual report
「While continuing to pursue strategic orders, we worked to improve productivity through integrated sales and manufacturing, including by reviewing business processes and making system investments to improve build-to-order production services.」
Continuing to review business processes and make system investments to improve build-to-order production services, while improving productivity through integrated sales and manufacturing. - FY2019RestatedAnnual report
「We will improve productivity by streamlining information flows through integrated sales and manufacturing and making system investments, while optimizing the use of manufacturing and shipping capacity to maximize it, with the aim of further expanding orders.」
Continuing to improve productivity by streamlining information flows and making system investments, while optimizing manufacturing and shipping capacity. - FY2019-Q2RestatedAnnual report
「We worked to expand manufacturing capacity, including through productivity improvements from sales and manufacturing coordination and system investments to improve build-to-order production services.」
Continuing system investments to improve build-to-order production services and productivity improvements through sales and manufacturing coordination. - FY2019-Q1RestatedAnnual report
「We worked to improve build-to-order production services and productivity through sales and manufacturing coordination, including through system investments.」
Continuing system investments to improve build-to-order production services and productivity improvements through sales and manufacturing coordination. - FY2018RestatedAnnual report
「We will refine our integrated sales and manufacturing capabilities and further enhance the competitiveness of our central air-conditioning units.」
Reconfirms the initiative to link productivity improvements through operational efficiency and system investments to stronger integrated sales and manufacturing capabilities. - FY2018-Q3RestatedAnnual report
「We worked on upfront investments, including system investments to improve build-to-order production services and initiatives to improve productivity through sales and manufacturing coordination.」
Continuing system investments to improve build-to-order production services as upfront investments in anticipation of demand growth. - FY2018-Q2RestatedAnnual report
「We worked on upfront investments in anticipation of future demand growth, including system investments to improve build-to-order production services and initiatives to improve productivity through sales and manufacturing coordination.」
Continuing system investments to improve build-to-order production services as upfront investments in anticipation of demand growth. - FY2018-Q1RestatedAnnual report
「System investments to improve build-to-order production services and related areas」
Continuing system investments aimed at improving build-to-order production services. - FY2017RestatedAnnual report
「Using our proprietary core system as the foundation, we will streamline the flow of information from sales through manufacturing, improve productivity and expand orders.」
Reconfirms the initiative to streamline information coordination from sales through manufacturing using the core system, with the aim of improving productivity and expanding orders. - FY2017-Q3RestatedAnnual report
「System investments to improve build-to-order production services and related areas」
Continuing system investments aimed at improving build-to-order production services. - FY2017-Q2RestatedAnnual report
「Centered on further strengthening responsiveness and speeding up build-to-order production through system investments」
Continuing to improve responsiveness and speed in build-to-order production through system investments. - FY2016First statedAnnual report
「We will use and further improve the core systems developed to date to shorten lead times and improve business performance.」
An operational improvement initiative centered on using and improving the core systems.