Company-Wide Business Transformation and Productivity Improvement Led by the Business Reform Division
First written in FY2018. 6 of 11 entries say "Advanced", first in FY2020. Latest entry: 2026-08-31.
The whole theme swung hardest in 2026: 3 of 24 companies on the "Worse" side.
13 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「By using the new core system, which began operating in December 2024, reducing company-wide meeting time and materials, and leveraging AI, we will improve productivity and increase value added per employee by enabling employees to focus on the work that should be prioritized.」
Business reform has been made more specific through company-wide productivity improvements involving a new core system, reductions in meetings and materials, and the use of AI. - 2026-04-24AdvancedFinancial Results Presentation
「Productivity improvement」
Productivity improvement was identified as a measure to return to profitability, with labor-cost optimization through greater operational efficiency presented as an improvement item. - FY2025AdvancedAnnual report
「The Company will launch a productivity improvement project and promote initiatives to improve operational efficiency and create added value.」
In addition to its existing DX and business reform policies, the Company has newly launched a productivity improvement project and explicitly stated measures to improve operational efficiency and create added value. - FY2024RestatedAnnual report
「To further improve profitability, the Company has adopted as its basic strategies expanding its product lineup from the customer’s perspective, strengthening its financial position, and advancing growth businesses. It is pursuing initiatives to create a growth framework by systematizing the value chain and actively investing in new product development.」
The Company continues to pursue its previous focus on operational efficiency through business reform and DX, now framed under the new medium-term management plan as a growth framework based on systematizing the value chain and investing in new product development. - FY2022ReframedAnnual report
「The Company recognizes that transforming its corporate culture into that of a digital company is essential to executing its medium-term business strategy and continuously enhancing corporate value. To this end, from fiscal 2020, it will build a digital foundation enabling digitization and visualization, achieve automation and efficiency based on best practices, primarily in indirect operations, and pursue business model transformation and digital marketing to create new added value through the practical application of DX.」
The previous focus on operational reform and supply chain visibility has been organized into a four-area DX strategy covering transformation of the digital corporate culture, a digital foundation, automation and efficiency, business model transformation, and digital marketing. - FY2021RestatedAnnual report
「The Company will formulate sales and production plans based on customers’ purchase information. It will also optimize the supply chain by making the status of the entire supply chain, from partner factories to customers, visible and centrally managing internal and external information.」
The Company continues to pursue operational reform through sales and production planning based on customer purchase information, together with visibility across the entire supply chain and centralized information management. - FY2020AdvancedAnnual report
「The Company will formulate sales and production plans based on customers’ actual purchase information. It will also optimize the supply chain by making the status of the entire supply chain, from partner factories to customers, visible and centrally managing internal and external information.」
The policy has been made more specific, moving from the previous focus on reviewing operations and business processes across the Company to sales and production planning based on actual sales information, and visibility and centralized management of the supply chain from partner factories to customers. - FY2019ReframedAnnual report
「The Company will implement work-style reforms for all employees, invest in information systems, and review business processes, among other measures.」
The previous wording, “company-wide review and improvement of operations led by the Business Process Reform Department,” has been organized into a combination of measures covering work-style reform, information systems investment, and business process reviews. - FY2018First statedAnnual report
「The Company will improve productivity by reviewing and improving operations across the Company, led by the Business Process Reform Department.」
For the first time, reviewing and improving operations across the Company, led by the Business Process Reform Department, is described independently as a basic medium- to long-term strategy aimed at improving productivity.