In-house printing, processing, packing and sorting, and product-level cost management
First written in FY2016. 23 of 37 entries say "Advanced", first in FY2019-Q3. Latest entry: 2026-11-13.
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- FY2026AdvancedAnnual report
「In terms of productivity, despite rising raw-material prices, factory operating costs did not increase significantly overall, owing to a review of the criteria for outsourcing, progress in in-house production and cross-functional initiatives to improve productivity.」
It states that a review of outsourcing criteria, in-house production and cross-functional productivity initiatives contained the increase in factory operating costs despite rising raw-material prices. - 2026-06-02AdvancedGeneral Meetings of Shareholders
「外注委託基準の見直しや内製化が進んだことに加え、生産性改善に向けた組織横断的な取り組みにより、全体としては大きなコスト増加には至っておりません。」
外注委託基準の見直し、内製化、組織横断的な生産性改善を記載している。 - FY2026-H1AdvancedAnnual report
「On the profit side, although in-house production was advanced and factory utilisation improved, orders for newsprint, which has a low unit price but high printing-process costs due to the sharp increase in paper prices, increased, forcing inefficient operations. In addition, part of the increase in personnel expenses resulting from human-resources measures such as base-pay increases and additional holidays could not be absorbed, putting pressure on profit.」
It states that, while in-house production and factory utilisation improved, inefficient operations resulting from increased newsprint orders and the inability to absorb part of the increase in personnel expenses put pressure on profit. - FY2025AdvancedAnnual report
「On the production side, in-house production was promoted through new investment and stronger cross-functional coordination between sales and production, while annual print volumes at both the Saitama and Wakayama plants reached record highs, enabling the investment costs to be absorbed.」
It states that new investment and cross-functional coordination between sales and production promoted in-house production, annual print volumes at both the Saitama and Wakayama plants reached record highs, and the investment costs were absorbed. - FY2025-H1AdvancedAnnual report
「On the production side, we are improving the efficiency of creative operations through the use of RPA technology. We are also reducing costs through the use of advanced printing technology and solar power generation, while addressing higher raw-material costs through strategic price negotiations. These initiatives have advanced overall cost improvements.」
It states that RPA, advanced printing technology, solar power generation and strategic price negotiations were combined to address higher raw-material costs and advance overall cost improvements. - FY2024AdvancedAnnual report
「In February 2024, we installed a state-of-the-art web offset press at the Saitama Plant, significantly improving productivity. In addition, to address rising raw-material costs, we are reviewing flexible pricing strategies, including passing costs on to customers, and materials procurement methods.」
It states that specific measures were implemented, including installing a state-of-the-art web offset press at the Saitama Plant and addressing costs through passing costs on to customers and reviewing materials procurement methods. - FY2024-Q3RestatedAnnual report
「In response to higher costs, including raw-material costs, we continue to implement flexible pricing controls, including passing costs on to customers, while reviewing materials purchasing methods and product lines handled.」
Cost measures continue through flexible price management including passing costs on to customers and reviews of materials purchasing methods and product lines handled. No new completed measures or numerical targets were provided. - FY2024-Q2RestatedAnnual report
「In response to higher costs, including raw-material costs, we continue to implement flexible pricing controls, including passing costs on to customers, while promoting reviews of materials purchasing methods and product lines handled and the in-house handling of outsourced operations.」
Cost measures continue through price management including passing costs on to customers, reviews of materials purchasing methods and product lines handled, and bringing outsourced operations in-house. - FY2024-Q1RestatedAnnual report
「In response to higher costs, including raw-material costs, we continue to implement flexible pricing controls, including passing costs on to customers, while promoting reviews of materials purchasing methods and product lines handled and the in-house handling of outsourced operations.」
Cost measures continue through price management including passing costs on to customers, reviews of purchasing methods and product lines, and bringing outsourced operations in-house. - FY2023AdvancedAnnual report
「In response to higher costs for energy, raw materials and delivery, we implemented flexible pricing controls, including passing costs on to customers, while also taking measures such as reviewing materials purchasing methods and product lines handled and promoting the in-house handling of outsourced operations.」
It states that, in addition to existing procurement improvements and in-house production, flexible price management including passing costs on to customers and reviews of materials purchasing methods and product lines handled were implemented to address rising costs. - FY2023-Q3AdvancedAnnual report
「On the production side, we improved operational efficiency through floor renovations and other measures to improve workflow, primarily at our Saitama Plant. We also worked to reduce energy costs by introducing a gas-reuse system to save energy and reduce CO2 emissions. In addition, to strengthen cost controls, we took necessary measures in response to increases in raw-material costs and electricity prices, including reviewing materials purchasing methods and bringing outsourced operations in-house.」
It states that, in addition to existing capital investment, in-house production and procurement improvements, floor renovations to improve workflow at the Saitama Plant, a gas-reuse system and the in-house handling of outsourced operations were implemented to improve operational efficiency and contain costs. - FY2023-Q2AdvancedAnnual report
「On the production side, reductions in costs flowing outside the company progressed as a result of higher utilisation supported by efficiency improvements from capital investment and stronger cross-functional coordination.」
It describes the effect of higher production-equipment utilisation through capital investment and stronger cross-functional coordination, which led to reductions in costs flowing outside the company. - FY2023-Q1AdvancedAnnual report
「On the production side, reductions in costs flowing outside the company progressed as a result of higher production-equipment utilisation, supported by continued investment to improve production efficiency and stronger cross-functional coordination.」
It describes the effect of higher equipment utilisation from continued investment and stronger cross-functional coordination, which led to reductions in costs flowing outside the company. - FY2022AdvancedAnnual report
「On the production side, continued investment to improve production efficiency and stronger cross-functional coordination increased production-equipment utilisation, resulting in reductions in costs flowing outside the company.」
It describes the effect of higher production-equipment utilisation from continued investment and stronger cross-functional coordination, which led to reductions in costs flowing outside the company. - FY2022-Q3AdvancedAnnual report
「On the production side, continued investment to improve production efficiency and stronger cross-functional coordination increased production-equipment utilisation, resulting in further reductions in costs flowing outside the company.」
It states that continued investment and stronger cross-functional coordination increased production-equipment utilisation and led to further reductions in costs flowing outside the company. - FY2022-Q2AdvancedAnnual report
「On the production side, cross-functional coordination, which had been in place, became stronger, and we made investments to improve operational efficiency while working to reduce costs flowing outside the company.」
It states that cross-functional coordination was strengthened, investments were made to improve operational efficiency, and reductions in costs flowing outside the company were pursued. - FY2022-Q1AdvancedAnnual report
「On the production side, to further improve production efficiency, we made capital investments, strengthened cross-functional coordination among the sales, creative and production divisions, and pursued reductions in costs flowing outside the company. We also improved the expense structure by reviewing how supplies and materials are purchased and reducing SG&A expenses.」
In addition to capital investment, the company strengthened cross-functional coordination among sales, creative and production, reviewed materials procurement methods and SG&A expenses, and pursued improvements in costs flowing outside the company and the expense structure. - FY2021-Q3RestatedAnnual report
「In production, we improved efficiency through the state-of-the-art web offset printing press introduced in April, promoted in-house production and reduced costs paid to external suppliers, while also working to improve the earnings structure by reviewing procurement methods for supplies and materials and reducing SG&A expenses.」
The company continues to improve its earnings structure through in-house production enabled by greater production efficiency, reductions in costs flowing outside the company, a review of purchasing methods and SG&A expense reductions. - FY2021-Q2AdvancedAnnual report
「In production, we improved efficiency through the state-of-the-art web offset printing press introduced in April, promoted in-house production and reduced costs paid to external suppliers, while also working to improve the earnings structure by reviewing procurement methods for supplies and materials and reducing SG&A expenses.」
In addition to in-house production using state-of-the-art printing presses and reducing costs flowing outside the company, the company is improving its earnings structure by reviewing how materials and supplies are purchased and reducing SG&A expenses. - FY2021-Q1AdvancedAnnual report
「On the production side, in April, our Saitama Plant replaced its web offset printing press with a state-of-the-art machine. The introduction of a production management system linking our sites made process management visible and enabled production innovation that increased production capacity by more than 20%. As a result, we will further increase in-house production to reduce costs previously outsourced and prepare for the upcoming busy season for flyer printing, which has been recovering since June.」
At the Saitama Plant, the printing presses were renewed, a production management system was introduced, process management was visualised and production capacity was increased by more than 20%, advancing in-house production and reducing costs flowing outside the company. - FY2020AdvancedAnnual report
「On the production side, we actively made new investments at each production site and reduced costs flowing outside the company through productivity improvements and in-house production. On the procurement side, we advanced cost improvements by developing new suppliers, planning purchases and optimising delivery frequency.」
It states that cost improvements were pursued through a combination of new investments in production sites, in-house production, developing new suppliers, planned purchasing and optimising delivery frequency. - FY2020-Q3AdvancedAnnual report
「On the production side, we actively made new investments at each production site and pursued improvements in productivity and costs.」
It describes the new implementation status of actively making new investments at each production site and advancing productivity and cost improvements. No investment amount or improvement rate was provided. - FY2020-Q2AdvancedAnnual report
「In manufacturing costs, in response to higher raw-material and logistics costs, we pursued productivity improvements by improving and investing in our delivery framework and optimising manufacturing locations.」
It states that, in addition to reviewing existing procurement terms and improving productivity, specific measures were pursued to improve and invest in the delivery framework and optimise manufacturing locations. - FY2020-Q1RestatedAnnual report
「To address increases in raw-material and logistics costs, we reviewed procurement terms and pursued productivity improvements.」
Measures to address rising costs through a review of procurement terms and productivity improvements continue to be implemented. - FY2019AdvancedAnnual report
「In manufacturing costs and SG&A expenses, we established optimal workflows across sales, planning and production to increase machine utilisation, improved productivity, and advanced cost improvements by changing each expense to the optimal procurement resource.」
It states that specific measures were implemented to establish optimal workflows across sales, planning and production and improve machine utilisation, productivity and procurement resources. - FY2019-Q3AdvancedAnnual report
「On the production side, we pursued cost improvements by reviewing manufacturing work for each product and implementing measures to increase machine utilisation and productivity.」
It states that manufacturing work was reviewed for each product and measures were implemented to improve machine utilisation and productivity, advancing cost improvements. No amount or rate of improvement was provided. - FY2019-Q2Gross margin target missed due to delays in improving raw-material procurementAnnual report
「On the expense side, the gross margin failed to meet the plan because improvements in raw-material procurement were delayed.」
It states that delays in improving raw-material procurement resulted in the gross margin falling short of the plan. - FY2019-Q1Expense efficiencies insufficient to offset the decline in insert-advertising revenueAnnual report
「However, although we pursued greater expense efficiency, we did not reach a level sufficient to offset the decline in revenue from insert advertising.」
Although expense efficiency measures were pursued, they did not reach a level sufficient to offset the decline in insert-advertising revenue. - FY2018Cost improvement target missed and delivery costs increasedAnnual report
「In manufacturing costs and SG&A expenses, although we promoted in-house production to improve factory utilisation, we were unable to fully absorb the increase in delivery costs, and had not progressed to improving expenses in line with sales.」
Although in-house production was promoted to improve factory utilisation, the increase in delivery costs could not be absorbed, and expense improvements linked to sales were not achieved. - FY2018-Q2Cost management benefits not yet realisedAnnual report
「On the expense side, the effects of cost management measures taken in response to the decline in sales were insufficient during the period, and the cost of sales ratio exceeded the initial forecast.」
Although cost management measures were implemented in response to the decline in sales, their effects were insufficient during the period, and the cost of sales ratio exceeded the initial forecast. - FY2017RestatedAnnual report
「On the production side, we promoted cost-ratio reductions by improving work processes with a focus on factory utilisation and bringing processing, sorting and packing in-house.」
We continue to pursue cost-ratio reductions through process improvements focused on factory utilisation and the in-house handling of processing, sorting and packing. - FY2017-Q2RestatedAnnual report
「On the production side, we promoted in-house production through improvements to work processes and analysis of individual costs by department, and focused on reducing the cost of sales ratio.」
Measures to reduce the cost of sales ratio through improvements to work processes, analysis of individual costs by department and in-house production continue to be described. - FY2017-Q1RestatedAnnual report
「On the production side, we promoted in-house production through improvements to work processes and analysis of individual costs by department, and focused on reducing the cost of sales ratio.」
Measures to reduce the cost of sales ratio through improvements to work processes, analysis of individual costs by department and in-house production continue to be implemented. - FY2016First statedAnnual report
「On the cost side, we focused on lowering the cost of sales ratio by promoting the in-house handling of printing, processing, packing and sorting, and transforming our production management system through product-level order management tailored to our operations.」
This indicates measures to lower the cost of sales ratio through in-house production and a transformation of the management system at the order-unit level.