Management Turnaround Measures for North American Sites and Production-Site Improvements through Collaboration with OEMs
First written in FY2023. 12 of 15 entries say "Advanced", first in FY2024-Q2. Latest entry: 2026-08-14.
The whole theme swung hardest in 2018: 2 of 7 companies on the "Worse" side.
7 other companies' latest entry also says "Advanced".
- 2026-08-14AdvancedEarnings
「Due to an increase in production volumes by major customer OEMs, sales increased by ¥4,301 million, or 14.8%, year on year to ¥33,436 million. Segment profit was ¥2,622 million, compared with a segment loss of ¥168 million in the same quarter of the previous year, due to the effects of reviewing selling prices and improving manufacturing costs, including raw-material and labor costs.」
At the North American locations, increased OEM production, reviews of selling prices and improvements in manufacturing costs resulted in a shift from a segment loss to a profit. - FY2026AdvancedAnnual report
「Net sales decreased by ¥8,064 million year on year to ¥108,823 million, a decrease of 6.9%, due to lower production volumes at customer OEMs and the impact of foreign exchange. However, through the steady implementation of turnaround measures, including improvements in production efficiency, fixed-cost reductions, and progress in price adjustments, the segment loss improved substantially to ¥475 million, compared with a segment loss of ¥6,325 million in the previous consolidated fiscal year.」
In North America, the company implemented improvements in production efficiency, fixed-cost reductions, and price adjustments, narrowing the segment loss from ¥6,325 million to ¥475 million. - FY2026-H1AdvancedAnnual report
「At its North American bases, which represent a particular challenge, the Company is steadily implementing management reforms in addition to the initiatives described above, including improvements at manufacturing sites with the cooperation of its major OEM customers, early retirement programs in indirect departments, and cost reductions through the consolidation of administrative functions in Mexico.」
In North America, the company implemented on-site production improvements with OEM cooperation, early retirement in indirect functions, and the centralization of administrative functions in Mexico, narrowing the segment loss from ¥3,925 million in the same period of the previous year to ¥1,364 million. - FY2025AdvancedAnnual report
「At the particularly challenging North American operations, in addition to the initiatives described above, we are steadily implementing management reforms, including on-site production improvements with the cooperation of major customer OEMs, early retirement programs in indirect functions, and cost reductions by centralizing administrative functions in Mexico.」
At the North American operations, the company is implementing on-site production improvements with OEM cooperation, early retirement in indirect functions, and the centralization of administrative functions in Mexico. Meanwhile, the North American segment loss increased by ¥750 million from the previous fiscal year to ¥6,325 million. - FY2025-H1AdvancedAnnual report
「At the particularly challenging North American operations, in addition to the initiatives described above, we are steadily implementing management reforms, including on-site production improvements with the cooperation of major customer OEMs and cost reductions by centralizing administrative functions in Mexico.」
For the North American operations, the company states that it is implementing on-site production improvements with OEM cooperation and reducing costs by centralizing administrative functions in Mexico. The North American segment loss also narrowed from ¥3,618 million in the same period of the previous year to ¥3,109 million. - FY2024-Q3AdvancedAnnual report
「At the North American operations, the turnaround team involving the head office and external experts continues to implement specific measures addressing the causes of the deterioration in performance. With the cooperation of major customer OEMs, we are also working to restore earnings power through on-site production improvements and other measures.」
The company continues to implement specific measures through the turnaround team at the North American operations and on-site production improvements with the cooperation of major customer OEMs. The North American segment loss narrowed from ¥14,387 million in the same period of the previous year to ¥3,862 million. - FY2024-Q2AdvancedAnnual report
「At the North American operations, we have established a turnaround team involving the head office and external experts and are working to implement specific measures addressing the causes of the deterioration in performance. With the cooperation of major customer OEMs, we are also working to restore earnings power through on-site production improvements and other measures.」
The company explicitly states that the turnaround plan for the North American operations is in the implementation phase for specific measures by a turnaround team including external experts, and that it is promoting on-site production improvements and the recovery of earnings power with the cooperation of major customer OEMs. The North American segment loss also narrowed from ¥10,501 million in the same period of the previous year to ¥4,058 million. - FY2024-Q1RestatedAnnual report
「At the North American operations, we will establish a turnaround team including external experts, formulate and implement a business turnaround plan incorporating an investigation into the root causes of the deterioration in performance and specific measures to address the issues. We will also work with major customer OEMs to improve production operations.」
For the North American operations, the company continues to present a turnaround team including external experts, a business turnaround plan, and on-site production improvements with major customer OEMs. It also describes the reorganization of the European operations, withdrawal from unprofitable businesses, and optimization of the head office personnel structure as response measures. - FY2023First statedAnnual report
「At the North American operations, we will establish a turnaround team including external experts, formulate and implement a business turnaround plan incorporating an investigation into the root causes of the deterioration in performance and specific measures to address the issues. We will also work with major customer OEMs to improve production operations.」
As measures in response to material uncertainty about the going concern assumption, the company has for the first time specifically presented the establishment of a turnaround team including external experts at its North American operations, investigation of the causes, formulation and implementation of a turnaround plan, and on-site production improvements with major OEM customers.