Restructuring the Production System and Managing Quality Globally
First written in FY2016. 10 of 22 entries say "Advanced", first in FY2017-Q3. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「Total capital expenditure for the consolidated fiscal year was ¥791 million. The main items were ¥564 million for the Transportation business, ¥102 million for the Industrial business and ¥8 million for the ICT Solutions business.」
The company invested ¥791 million in capital expenditure to improve competitiveness and quality, and has also specified its next capital expenditure plans for 2026 to 2027, including testing and machining equipment at the Yokohama Works and relocating Taihei Electric's headquarters and manufacturing facilities. - FY2025AdvancedAnnual report
「The total capital expenditure plan for the following year was ¥1,209 million, comprising ¥533 million for the Transportation business, ¥54 million for the Industrial business and ¥621 million for Other (common).」
The company invested ¥402 million in capital expenditure during the year and set a capital expenditure plan of ¥1,209 million for the following year. It specified the next phase of measures to build its production and quality infrastructure, including type-testing equipment for auxiliary power supply units. - FY2024AdvancedAnnual report
「Total capital expenditure for the consolidated fiscal year was ¥642 million. The main items were ¥234 million for the Transportation business, ¥132 million for the Industrial business and ¥8 million for the ICT Solutions business. The total capital expenditure plan for the following year was ¥1,126 million, comprising ¥591 million for the Transportation business, ¥104 million for the Industrial business and ¥431 million for Other (common).」
The company invested ¥642 million in updating manufacturing equipment and plans to invest ¥1,126 million in the following year. Specific plans include special-purpose machine tools, E3 testing equipment at the Yokohama Works and relocating core-system servers. - FY2023AdvancedAnnual report
「Total capital expenditure for the consolidated fiscal year was ¥310 million. The main items were ¥168 million for the Transportation business, ¥68 million for the Industrial business and ¥3 million for the ICT Solutions business.」
The company invested ¥310 million in updating manufacturing equipment to improve competitiveness and quality. It also set a capital expenditure plan of ¥946 million for the following year, including the introduction of E3 testing equipment at the Yokohama Works and network upgrades. - FY2021AdvancedAnnual report
「Total capital expenditure for the consolidated fiscal year was ¥632 million. The main items were ¥454 million for the Transportation business, ¥113 million for the Industrial business and ¥10 million for the Information Equipment business.」
The company updated manufacturing equipment to improve competitiveness and quality, recording ¥632 million in capital expenditure. - FY2021-Q3RestatedAnnual report
「⑤ Building the foundation for expanded production capacity ・Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ・Expanding production capacity through production-line restructuring (Yokohama Works) ・Examining production methods with a focus on energy efficiency ・Rebuilding the supply chain ・Establishing a BCP capable of responding to the COVID-19 pandemic」
The company continues the same initiatives concerning production lines, process management, energy efficiency, the supply chain and the BCP. - FY2021-Q2ReframedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Examining production methods with a focus on energy efficiency ④ Rebuilding the supply chain ⑤ Establishing a BCP capable of responding to the COVID-19 pandemic」
The company has revised its initiatives for the production base to include production methods focused on energy efficiency and establishing a BCP capable of responding to the COVID-19 pandemic. - FY2020Delayed operations at the Chinese production site due to an infectious diseaseAnnual report
「The start of operations at the plant of Zhongxi Toyo Permanent Magnet Motor Co., Ltd., established in China in June 2019, has been delayed by 2–3 months, but we are working toward commencing production in September.」
Regarding measures to expand the global production system, the newly established Chinese plant has been slow to begin operations, while the company is taking steps aimed at starting production in September. - FY2020-Q3RestatedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Improving the utilization rate of the new production lines (Shiga Ryuo Works) ④ Rebuilding the supply chain ⑤ Upgrading the BCP (business continuity plan)」
The company reiterates measures to build the production base, including restructuring the production lines at the Yokohama Works, improving the utilization rate of the Shiga Ryuo Works, rebuilding the supply chain and strengthening the BCP. - FY2020-Q1RestatedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Improving the utilization rate of the new production lines (Shiga Ryuo Works) ④ Rebuilding the supply chain ⑤ Upgrading the BCP (business continuity plan)」
The company reiterates measures to build the production base, including restructuring the production lines at the Yokohama Works, improving the utilization rate of the Shiga Ryuo Works, rebuilding the supply chain and strengthening the BCP. - FY2019AdvancedAnnual report
「The Shiga Ryuo Works, built to mark the company's centenary, began full-scale operations, and the effects emerged sooner than expected as a result of efforts to strengthen the business operating framework.」
The Shiga Ryuo Works entered full-scale operations, moving the company into the operating phase following the restructuring of its production system. Annual capital expenditure totaled ¥1,090 million, comprising ¥595 million for the Transportation business, ¥366 million for the Industrial business and ¥109 million for the Information Equipment business. - FY2019-Q3RestatedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Improving the utilization rate of the new production lines (Shiga Ryuo Works) ④ Rebuilding the supply chain ⑤ Upgrading the BCP (business continuity plan)」
The company reiterates measures to build the production base, including restructuring the production lines at the Yokohama Works, improving the utilization rate of the Shiga Ryuo Works, rebuilding the supply chain and strengthening the BCP. - FY2019-Q2RestatedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Improving the utilization rate of the new production lines (Shiga Ryuo Works) ④ Rebuilding the supply chain ⑤ Upgrading the BCP (business continuity plan)」
The company reiterates measures to build the production base, including improving the utilization rate of the Shiga Ryuo Works, restructuring the production lines at the Yokohama Works, rebuilding the supply chain and strengthening the BCP. - FY2019-Q1ReframedAnnual report
「(5) Building the foundation for expanded production capacity ① Strengthening process management by maximizing the functions of core systems and establishing optimal production lines ② Expanding production capacity through production-line restructuring (Yokohama Works) ③ Improving the utilization rate of the new production lines (Shiga Ryuo Works) ④ Rebuilding the supply chain ⑤ Upgrading the BCP (business continuity plan)」
As the next phase following the completion of the integration of production functions at the Shiga Ryuo Works, the company has refocused its initiatives on restructuring the lines at the Yokohama Works, improving the utilization rate of the Shiga Ryuo Works, rebuilding the supply chain and strengthening the BCP. - FY2018AchievedAnnual report
「In May this year, the Shiga Ryuo Works, the centerpiece of the key measure to restructure the production system, was completed, and the integration of the Industrial business's production functions was completed.」
The company states that the Shiga Ryuo Works was completed and the integration of the Industrial business's production functions was finished. Meanwhile, the new plan sets out the next phase of initiatives: restructuring the production lines at the Yokohama Works, improving the utilization rate of the Shiga Ryuo Works, rebuilding the supply chain and strengthening the BCP. - FY2018-Q3AdvancedAnnual report
「In the third quarter under review, the Shiga Ryuo Works, the centerpiece of the restructuring of the production system, one of the key measures under the medium-term management plan, was completed. The company began integrating the Industrial business into the facility ahead of full-scale operations scheduled for 1 June 2018.」
The Shiga Ryuo Works was completed in February 2018, and the company began integrating the Industrial business in preparation for full-scale operations on 1 June 2018. Investment of ¥4,831 million in major equipment is also disclosed. - FY2018-Q2AdvancedAnnual report
「As part of this initiative, we established the joint venture 成都永貴東洋軌道交通装備有限公司 to promote the pantograph business for urban transportation in China, and also began strengthening the organizational structure of 泰平展雲自動門（常州）有限公司.」
In addition to establishing a joint venture to promote the pantograph business in China, the company began strengthening the framework of its affiliated companies, advancing initiatives for its global production and business systems. - FY2018-Q1AdvancedAnnual report
「As part of these efforts, we established Chengdu Yonggui Toyo Rail Transit Equipment Co., Ltd. as a joint venture to produce pantographs in China.」
The company established a joint venture to produce pantographs in China, citing it as tangible progress toward a global production system. - FY2017-Q3AdvancedAnnual report
「Pursuant to a resolution of the Board of Directors dated 10 February 2017, the Company entered into an agreement to acquire fixed assets for the construction of a new plant, as follows: Name: Toyo Denki Seizo Co., Ltd. Shiga Ryuo Works (tentative name) Site area: Approximately 32,706 m² Total floor area: Approximately 19,997 m² Total investment: Approximately ¥7,000 million (land, buildings and equipment) Commencement of operations: Sequentially from March 2018, with full-scale operations scheduled to begin in June 2018」
The company entered into a construction agreement for the Shiga Ryuo Works, which will consolidate the Industrial business's development, design and manufacturing functions, and disclosed the site and total floor areas, investment of approximately ¥7,000 million and scheduled full-scale operations in June 2018. - FY2017-Q2RestatedAnnual report
「・Expanding production capacity and establishing a global production system with a view to the period beyond the centenary ・Increasing production capacity based on productivity reforms in the Transportation business (additional) ・Integrating the production systems based on the Industrial business structure vision (additional) ・Strengthening the global quality management system, including supplier management ・Rebuilding core systems」
The company reiterates its initiatives for the global production system, increased production capacity, quality management and core system rebuilding. - FY2017-Q1RestatedAnnual report
「・Expanding production capacity and establishing a global production system with a view to the period beyond the centenary ・Increasing production capacity based on productivity reforms in the Transportation business (additional) ・Integrating the production systems based on the Industrial business structure vision (additional) ・Strengthening the global quality management system, including supplier management ・Rebuilding core systems」
The company reiterates its initiatives for the global production system, increased production capacity, quality management and core system rebuilding. - FY2016First statedAnnual report
「3. Restructuring the production system • Expand production capacity and establish a global production system looking beyond the first 100 years • Increase production capacity based on productivity reforms in the Transportation business (added) • Integrate the production system based on the Industrial business structure vision (added) • Strengthen global quality management, including supplier management • Rebuild core systems」
The initiatives cover expanded production capacity, increased Transportation business capacity, integration of the Industrial business production system, supplier management and the rebuilding of core systems.