Review of Product Structures and Cost Half under the 3Cue Initiative
First written in FY2017. 2 of 6 entries say "Reframed", first in FY2020. Latest entry: FY2025.
The whole theme swung hardest in 2020: 1 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「The global rollout and penetration of the MMK (More Manufacturing Kaizen) activities we have pursued for many years have strengthened competitiveness across the entire supply chain and enabled us to establish an operating structure capable of responding flexibly even amid a rapidly changing business environment.」
The company explains that MMK activities, rather than being merely an ongoing initiative, have led through their global rollout and penetration to stronger competitiveness across the supply chain and greater flexibility in responding to change. - FY2023AdvancedAnnual report
「The market launch of highly competitive, environmentally friendly next-generation Dantotsu products and further progress in MMK (More Manufacturing Kaizen) activities have enabled us to strengthen competitiveness across the entire supply chain and establish an operating structure capable of securing profitability even in a challenging business environment.」
The company explains that its previous manufacturing reforms led to the market launch of next-generation Dantotsu products, progress in MMK activities, stronger competitiveness across the supply chain, and secured profitability. - FY2023-Q3ReframedAnnual report
「As a growth strategy to continue supporting market needs as a leading manufacturer in the powertrain field, we will advance the global rollout of “MMK (More Manufacturing Kaizen)” activities and value-chain activities, as well as initiatives aimed at optimal production, to strengthen the global competitiveness and profitability of our powertrain products business.」
The description of manufacturing reforms has been reorganized from the previous focus on 3Cue activities and TPS to initiatives centered on the global rollout of MMK activities and value-chain activities, together with optimal production. - FY2020ReframedAnnual report
「We introduced TPS throughout the company, clarified the purposes and goals of work, eliminated waste, and controlled increases in headcount by reallocating the resulting work capacity to priority initiatives. We will continue to strengthen profitability improvements, including improvements in both fixed and variable costs.」
In addition to the previous 3Cue and Smart Standard activities, the initiatives now include eliminating waste through the company-wide introduction of TPS, limiting increases in headcount, and improving fixed and variable costs. - FY2019RestatedAnnual report
「We have continued structural reforms to improve profitability, including improvements in purchasing costs and productivity gains through manufacturing reforms such as 3Cue and Smart Standard activities, covering improvements in variable costs as well as fixed costs.」
The company continues its manufacturing and profitability structure reforms, including 3Cue activities. Rather than the previous expression “cost halving,” the initiatives are described in terms of improving purchasing costs, fixed costs, and variable costs. - FY2017First statedAnnual report
「We will also continue our 3Cue activities aimed at halving costs and work to strengthen manufacturing-driven competitiveness.」
The company explicitly identifies continuing its 3Cue activities as an initiative aimed at halving costs.