Business turnaround through a renewed review of production operations at 3 North American sites
First written in FY2019. 5 of 9 entries say "Advanced", first in FY2020. Latest entry: 2026-05-29.
The whole theme swung hardest in 2018: 2 of 7 companies on the "Worse" side.
0 other companies' latest entry also says "Achieved".
- FY2026-H1AchievedAnnual report
「Cash flow from investing activities decreased by ¥204 million. This was mainly because, although proceeds from the sale of property, plant and equipment were ¥1,310 million and proceeds from the sale of investment securities were ¥242 million, expenditure on the acquisition of property, plant and equipment was ¥1,914 million.」
Proceeds from the sale of fixed assets of ¥1,310 million, reportedly related to the sale of the Tennessee plant in North America, were recorded, showing that the plant sale planned in the previous filing had been completed. - FY2025AdvancedAnnual report
「At its North American sites, the company has worked to transfer production from the Tennessee plant to the Ohio plant and strengthen its production system, with the aim of containing logistics costs and establishing an integrated production system. By the current fiscal year, it had completed the introduction of an automated assembly line and the transfer of a 1,500-ton press from the Tennessee plant. Production at the Tennessee plant ended in December 2024, and the sale of the plant is scheduled to be completed by August 2025.」
As part of the North American turnaround plan, the transfer of production from Tennessee to Ohio, the introduction of an automated assembly line and the transfer of a 1,500-ton press were completed. The end of production and planned sale of the Tennessee plant were also disclosed. - FY2023AdvancedAnnual report
「The loss on business reorganization included ¥122 million in enhanced retirement allowances and other costs associated with workforce reductions resulting from the consolidation of seat production operations from the Mexican subsidiary into the U.S. subsidiary.」
As part of the North American turnaround plan, seat production at the Mexico subsidiary was consolidated at the U.S. subsidiary, and the sites were reorganized with workforce reductions. - FY2022AdvancedAnnual report
「As rapidly rising transportation costs are putting pressure on profitability in North America, the company will proceed with a shift to local production.」
As part of the North American turnaround plan, a shift to local production in response to rising transportation costs took concrete shape. - FY2021-Q3AdvancedAnnual report
「The company subscribed to a capital increase intended to improve the subsidiary’s financial condition through a debt-to-equity swap.」
For the North American subsidiary Imasen Bucyrus Technology Inc., the company subscribed to a capital increase intended to improve its financial condition through a debt-to-equity swap. The disclosed related figures were total face value of the loans concerned of ¥9,072 million, allowance for doubtful accounts of ¥4,617 million and acquisition cost of ¥4,454 million. - FY2020AdvancedAnnual report
「The company will pursue a corporate turnaround by implementing measures to optimize its production-process structure, including initiatives to automate production lines and reorganize North American sites.」
The North American corporate turnaround plan took concrete shape with a policy to automate production lines, reorganize North American sites and optimize the production-process structure. - FY2019First statedAnnual report
「The company has promoted the use of its Mexico site as a measure to improve the poor performance of its North American operations. However, while assessing the impact of the United States-Mexico-Canada Agreement (USMCA) and other factors, it will pursue measures to improve profitability, including a renewed review of the production systems at 3 North American sites, with the aim of achieving a corporate turnaround.」
As measures to address the poor performance of the North American business, a corporate turnaround plan combining the use of the Mexico site, a renewed review of production systems at 3 North American sites and assessment of the impact of USMCA was stated for the first time as an independent initiative.