Strengthening Global Competitiveness through Production Structure Reform
First written in FY2016. 14 of 21 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026.
71 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Capital expenditures by the Group during the consolidated fiscal year for switch production facilities and facilities for sale totaled ¥1,175 million. The main expenditures were ¥318 million for developing a new core system at our head office and ¥589 million for additions to switch production facilities, including the new factory, at ＮＫＫスイッチズパイオニクス㈱.」
The Company made ¥1,175 million in capital expenditures, mainly for the new core system and production facilities at the new domestic factory. - FY2025AdvancedAnnual report
「Capital expenditures by the Group during the consolidated fiscal year for switch production facilities and facilities for sale totaled ¥605 million. The main expenditures were ¥254 million for developing a new core system at our head office and ¥203 million for additions to switch production facilities at our head office and in China.」
In connection with the production-structure reform, the Company made ¥605 million in capital expenditures, including ¥203 million for additions to production facilities at its head office and in China. - FY2024AdvancedAnnual report
「Capital expenditures by the Group during the consolidated fiscal year for switch production facilities and facilities for sale totaled ¥1,190 million. The main expenditures were ¥671 million for acquiring land for construction of a new factory at NKKスイッチズ パイオニクス, ¥224 million for developing a new testing laboratory at our head office, and ¥176 million for additions to switch production facilities at our head office and in China.」
As part of the production-structure reform, the Company made ¥1,190 million in capital expenditures, including the acquisition of land for a new factory, development of a new testing laboratory, and additions to production facilities at its head office and in China. - FY2022AdvancedAnnual report
「Capital expenditures by the Group during the consolidated fiscal year for switch production facilities and facilities for sale totaled ¥256 million. The main expenditure was ¥65 million for additions to switch production facilities at our head office and in China.」
The Company expanded switch production facilities at its head office and in China, investing ¥256 million in capital expenditures, including ¥65 million for additions to production facilities. - FY2022-Q3AdvancedAnnual report
「This was recorded in connection with the transfer of the manufacturing division of the touch-panel business on 11 October 2021.」
The filing states that the business transfer resolved in the previous quarter for the manufacturing division of the touch-panel business was executed on 11 October 2021. - FY2022-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 6 September 2021, we resolved to transfer the manufacturing division of the touch-panel business. To provide for losses expected to arise from structural improvements to the touch-panel business, we recorded a provision for business-structure improvement based on a reasonable estimate.」
As part of the production-structure reform, the Company resolved to transfer the manufacturing division of the touch-panel business and recorded a provision of ¥171.922 million for the related structural improvements. - FY2022-Q1RestatedAnnual report
「We have actively pursued the following basic strategies: “Creating profit and strengthening earnings power,” “Establishing a solutions business,” and “Reforming the production structure.”」
Production-structure reform remains one of the basic strategies in the first year of the new Group vision. No specific progress, such as the completion of a new plant, is mentioned. - FY2021AdvancedAnnual report
「Although we have undertaken production restructuring, including converting the Dongguan plant in China to a wholly owned operation and establishing the Mactan plant in the Philippines, we will pursue fundamental reforms to our production structure across all aspects of QCDS as we seek to build a supply chain that can keep pace with changing times, thereby achieving a lean production system.」
The initiative has progressed from existing production restructuring to fundamental reforms and streamlining of the production structure across QCDS and the supply chain. - FY2021-Q2AdvancedAnnual report
「However, although overseas plants of the Group were shut down due to the lockdown in the first quarter and production was increased from the second quarter, contributing to sales, economic activity in Japan and Western countries was severely restricted by the spread of COVID-19, and conditions remained difficult.」
The filing describes specific progress in production, with production increases from the second quarter after overseas plants were shut down, contributing to sales. - FY2020AdvancedAnnual report
「Compared with the end of the previous consolidated fiscal year, the number of employees increased by 32 and the number of temporary employees by 116, mainly because 恩楷楷開関（東莞）有限公司, established in April 2019, commenced operations on 1 November 2019.」
The production subsidiary in Dongguan, China, commenced operations on 1 November 2019, with the operating results reflected as increases of 32 employees and 116 temporary employees. - FY2020-Q3RestatedAnnual report
「(Increase) Due to establishment: 恩楷楷開関（東莞）有限公司 (Dongguan, Guangdong Province, China)」
The newly established subsidiary intended to strengthen production capacity in Dongguan, Guangdong Province, China, continues to be listed as a major affiliated company. - FY2020-Q2RestatedAnnual report
「(Increase) Due to establishment: 恩楷楷開関（東莞）有限公司 (Dongguan, Guangdong Province, China)」
The newly established subsidiary intended to strengthen production capacity in Dongguan, Guangdong Province, China, continues to be listed as a major affiliated company. - FY2020-Q1AdvancedAnnual report
「(Increase) Due to the establishment of a new company: 恩楷楷開（東莞）有限公司 (Dongguan, Guangdong Province, China)」
The establishment of a subsidiary in Dongguan, Guangdong Province, China, approved in the previous fiscal year, was listed as an increase in major affiliated companies. The start of production itself is not mentioned in this filing. - FY2019ReframedAnnual report
「Amid numerous cost-related challenges, including higher raw-material costs, rising labor costs, persistently high expenses associated with construction of the Mactan plant and the impact of growing trade friction, we will work as a unified organization to generate profits and strengthen profitability by shifting our decision-making focus from local optimization to overall optimization and reviewing supply chain management to eliminate waste, unevenness and overburden.」
The description of production-structure reform has been recast from measures targeting individual production sites to company-wide profitability enhancement through overall optimization and a review of supply chain management. - FY2019-Q3AdvancedAnnual report
「At a meeting of the Board of Directors held on 4 February 2019, the Company resolved to establish a subsidiary in China. NKK Switches Hong Kong Co., Ltd., a subsidiary of the Company, currently manufactures products for the Group in China. In addition, the Company will establish a subsidiary locally in China to strengthen its production system.」
The Company resolved to establish a wholly owned switch-manufacturing subsidiary, capitalized at RMB40 million, in Dongguan, Guangdong Province, China, in April 2019, thereby giving concrete form to the strengthening of its production system. - FY2018AdvancedAnnual report
「The Group's capital expenditures during the consolidated fiscal year totaled ¥437 million. The main expenditure, amounting to ¥86 million, was for additions to switch production equipment at the Company's headquarters and in the Philippines.」
Regarding production-structure reform, the Company made ¥437 million in capital expenditures, including additions to production equipment at its headquarters and in the Philippines, and continues to pursue a fundamental review of its overall QCDS business model. - FY2017AdvancedAnnual report
「In production, the Mactan plant in the Philippines, which is to be the third production site, began full-scale operation during the consolidated fiscal year, while the Iwaki plant was converted into a dedicated touch-panel plant.」
Regarding production-structure reform, it describes specific changes in site functions, including the Mactan plant's full-scale operation and the conversion of the Iwaki plant into a dedicated touch-panel plant. - FY2017-Q3RestatedAnnual report
「In production, the Mactan plant in the Philippines, which is to be the third production site, began full-scale operation in the current fiscal year,」
It continues to describe the Mactan plant's full-scale operation from the current fiscal year as a specific production-structure reform measure. - FY2017-Q2RestatedAnnual report
「In production, the Mactan plant in the Philippines, which is to be the third production site, entered full-scale operation,」
It continues to describe the Mactan plant's full-scale operation as a specific production-structure reform measure. - FY2017-Q1AdvancedAnnual report
「In production, the Mactan plant in the Philippines, whose preparations had been under way, began full-scale operations,」
Regarding production-structure reform, it describes the specific progress of the Mactan plant entering full-scale operation, including the restructuring of production sites. - FY2016First statedAnnual report
「We will fundamentally review the entire production-related value chain, including quality, delivery times, cost and service, and will eliminate duplicate work, delegate authority to frontline operations, reduce costs, improve quality and restructure production sites.」
It states that the Company will pursue production-structure reform across the entire production-related value chain, including reducing operations, delegating authority, reducing costs, improving quality and restructuring sites.