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Digital Transformation

Our Approach, Target and Result

Our Approach, Target and Result

Digital Transformation

The Group will use Digital Transformation (DX) to strengthen three key pillars of business, which are “Businessadded-value,” “Business operations competitiveness” and “Management speed,” and thereby realize its goal of being a “leading company.”

Long-Term Business Goal

A leading company that provides high value-added products and services via DX

Long-Term Strategy Goals

We will actively promote DX and realize the following three pillars in order to provide services that further increase customer value based on market intelligence, in order to become a leading company that provides high value-added products and services.

Business added-value
Strengthen links with customers, enhance cooperation between manufacturing and sales, and achieve high-speed development and market release.
Business operation competitiveness
Utilize digital technologies such as IoT and AI to achieve proactive quality management and next-level manufacturing capability.
Management speed
Achieve both rapid management and governance enhancement via data sharing and utilization based on thorough digital transformation.

Projected Achievements at the End of Fiscal 2023

We aim for data infrastructure to be ready for the entire Group and for data to be shared and utilized by the end of fiscal 2023. We also aim for core work to be made efficient and to achieve an organization that is heading towards total digita ltransformation.

Specific Measures for Fiscal 2021 to 2023 Medium-Term Management Plan

In order to achieve the projected achievements at the end of fiscal 2023, we will establish a Digital Transformation Management Office, appoint a Chief Digital Officer (CDO), and powerfully promote various measures. We will invest approximately 30 billion yen in the next five years, cultivate about 100 employees that specialize in digital transformation, and realize the DX implementation plan while considering a concept for data infrastructure.
We will also proceed with efforts to strengthen market intelligence and link manufacturing and sales, and promote the construction of data infrastructure and core work efficiency required to do so.
We plans to achieve corporate culture reform by continuing to promote measures for “Manufacturing Excellence” and “Quality Management Governance Enhancement,” as well as efforts for improving “Business added-value” according to the characteristics of the business.

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MMC