Optimisation of the types, capacity and allocation of production equipment
First written in FY2018. 8 of 15 entries say "Advanced", first in FY2021-Q3. Latest entry: 2026-11-13.
1 other company's latest entry also says "Advanced".
- FY2026RestatedAnnual report
「To address declining demand for print media, we will mitigate the impact of the shrinking printing market and transform the earnings structure of the segment as a whole by consolidating facilities, reducing fixed costs, and improving profitability through higher productivity, as well as by generating a full-scale earnings contribution from the global packaging business and expanding the BPO, logistics, and DX fields.」
We continue to reduce costs in the printing business through facility consolidation, fixed-cost reductions, and productivity improvements, while shifting the business toward BPO, logistics, DX, and packaging. - FY2026-H1AdvancedAnnual report
「In Japan, productivity improved following the rebuilding of the head office plant carried out by ㈱プロセス・ラボ・ミクロン and the renewal of production equipment at the head office and Kyushu plants. Accordingly, we reduced fixed costs by closing the Chubu Technology Center and transferring production activities.」
Following productivity improvements from facility upgrades, we optimized the allocation of facilities by closing the Chubu Technology Center and transferring production activities to other locations. - FY2025AdvancedAnnual report
「As these capital investments have improved productivity, we are proceeding with the establishment of a low-cost production structure by closing the Chubu Technology Center and transferring production activities to other plants.」
Following productivity improvements from capital investment in the semiconductor-related mask business, we closed the Chubu Technology Center and transferred production activities to other plants. - FY2023RestatedAnnual report
「To respond to the societal shift away from print media and secure an appropriate level of profit through higher productivity, consolidating facilities from a company-wide optimization perspective is unavoidable.」
To address the decline in print media, we continue to consolidate facilities from a company-wide optimization perspective, establish a low-cost production structure, and rebuild our manufacturing structure. - FY2023-Q2RestatedAnnual report
「In the printing business, under extremely challenging market conditions, we are steadily capturing demand for paper-based media while thoroughly managing quality and information security, and are pursuing business-structure reform, including achieving a low-cost production system through an overall optimization review of production equipment and restructuring the internal organization to match the business model.」
With quality and information security management as prerequisites, we continue to optimize production facilities company-wide, establish a low-cost production structure, and rebuild our internal organization. - FY2022AdvancedAnnual report
「In the printing business, under extremely challenging market conditions, we are steadily capturing demand for paper-based media while thoroughly managing quality and information security, and are pursuing business-structure reform, including achieving a low-cost production system through an overall optimization review of production equipment and restructuring the internal organization to match the business model.」
As part of business structure reform, we are pursuing company-wide optimization of production facilities, a low-cost production structure, and the rebuilding of our internal organization to fit the business model. - FY2022-Q2RestatedAnnual report
「In the printing business, under extremely challenging market conditions, we are steadily capturing demand for paper-based media while thoroughly managing quality and information security, and are pursuing business-structure reform, including achieving a low-cost production system through an overall optimization review of production equipment and restructuring the internal organization to match the business model.」
We continue to review production facilities from a company-wide optimization perspective, establish a low-cost production structure, and rebuild our internal organization to fit the business model. - FY2022-Q1AdvancedAnnual report
「While proceeding with the consolidation and closure of printing equipment, we are steadily capturing demand for print media and strengthening proposals related to digital services.」
We are consolidating printing facilities while strengthening efforts to capture demand for print media and expand digital-related proposals in parallel. - FY2021AdvancedAnnual report
「At the same time, to respond to changes in the nature of orders accompanying the advance of digitalisation, we are reviewing our production equipment based on an overall optimisation approach and establishing a low-cost production structure by reducing fixed costs. In the Kanto region, we suspended operations at the Hatogaya Logistics Center, consolidated its operations at the Komaki Logistics Center, and outsourced work to external providers.」
To respond to changes in orders resulting from digitalisation, the company specifically advanced the suspension of operations at the Hatogaya Logistics Center, consolidation at Komaki, outsourcing, and fixed-cost reductions. - FY2021-Q3AdvancedAnnual report
「At the same time, to respond to changes in the nature of orders accompanying the advance of digitalisation, we are reviewing our production equipment and establishing a low-cost production structure by reducing fixed costs. In the Kansai region, we are discontinuing rotary presses, transferring work to production sites in other regions and outsourcing it, while changing the business toward the growth area of logistics by utilising manufacturing and marketing approvals for quasi-drugs and cosmetics.」
The company is specifically advancing the optimisation of the types and allocation of production equipment by discontinuing rotary presses in the Kansai region, transferring work to other regions and external providers, and establishing a low-cost production structure. - FY2021-Q2RestatedAnnual report
「At the same time, to respond to changes in orders accompanying the advance of digitalization, we will consider measures to establish a low-cost production system through fixed-cost reductions, including a review of production equipment.」
The company is considering reviewing its production equipment and establishing a low-cost production structure to respond to changes in the nature of orders accompanying digitalisation. - FY2019RestatedAnnual report
「③ Production equipment (types, capacity and allocation) As our business areas expand in response to the contraction of the print media market, optimising the types, capacity and allocation of the production equipment we maintain in-house is a major management challenge for the company. We will consider this together with how to make effective use of equipment outside the company.」
The company continues to address the challenge of optimising the types, capacity and allocation of in-house equipment and the use of equipment outside the company, on the assumption that business areas will expand in response to the contraction of the print media market. - FY2018First statedAnnual report
「③ Production equipment (types, capacity and allocation) As our business areas expand in response to the contraction of the print media market, optimising the types, capacity and allocation of the production equipment we maintain in-house is a major management challenge for the company. We will consider this together with how to make effective use of equipment outside the company.」
On the assumption that business areas will expand in response to the contraction of the print media market, the company has for the first time explicitly identified as a separate management challenge the optimisation of the types, capacity and allocation of in-house equipment and the use of equipment outside the company.