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BIZXIM manufacturing number is an ERP package highly compatible with made-to-order production or individual order production in industries that engage in small-lot, diverse production. It covers the business areas of sales management, production management, financial management, and after-sales service management. This document summarizes and introduces case studies of the web-based integrated core business system "BIZMIX manufacturing number." It includes various examples, such as cases that achieved the standardization of complex business processes and reduced system renewal costs, as well as cases that reduced management costs and streamlined operations. [Example Companies (Partial List)] ■ Ishigaki Co., Ltd. ■ Sumitomo Heavy Industries, Ltd. ■ Nishibishi Electric Engineering Co., Ltd. ■ Shimadzu System Solutions Co., Ltd. Detailed information is provided regarding each company's challenges, implementation effects, and the background of their implementation. *We are currently offering a free collection of case studies! Please take this opportunity to download the PDF and read it.

• Other core systems

Our company provides products that help solve various management and operational challenges faced by the manufacturing industry, starting with the core business system "BIZXIM Production Number." In November of last year, we held a seminar titled "BIZXIM Solution Summit." We introduced trends in the industry, initiatives for improvement, and case studies of companies that have implemented these initiatives, aimed at companies seeking to solve challenges through digitalization and DX promotion. On this page, you can download some of the presentation materials. Please check them out via the <PDF Download> link. 【Presentation Titles】 ■ "The Cliff of 2025" and the Renewal of Core Systems Looking Beyond (Introducing system responses to the external environment surrounding the manufacturing industry) ■ Accelerating DX with Low-Code Platform (LCP) ■ Introduction of intra-mart as an ERP Front - A must-see for those who want to minimize ERP add-ons and customizations! ■ Introduction of the features and latest examples of DX Wi-Fi that covers long distances and wide areas.

• Other core systems

In order to solve management and operational challenges, I believe you are constantly coming up with and trying various ideas to promote DX. As NTT Data Kansai, we are approaching this DX from various angles, and we wanted you to know about it, so we held a two-day webinar. We would like to share some of the materials from that presentation. Please take a look!!

• Other information systems

In the feature on "ERP," we look ahead to future prospects while keeping in mind the trend of the "2025 cliff." In the feature on "DX," we present interviews themed around co-creating new businesses with specific examples. In the solution introduction, we provide detailed descriptions of the "problems and challenges we can solve" and the "features of our services." We encourage you to read it. ■ ERP Feature Not only overcoming the "2025 cliff" but also renewing core systems with an eye on the future. ■ DX Feature Supporting the DX in the railway industry and co-creating "new businesses." *For more details, please refer to the PDF document or feel free to contact us.

• Other core systems

Since 2023, we have been publishing an information magazine themed "Continuously Growing Infinitely Together with Our Customers' Business," inspired by the concept of "BIZXIM" from NTT Data Kansai's First Corporate Division. In the inaugural issue, we feature a special focus on DX (Digital Transformation) in the manufacturing industry, introducing DX promotion and success stories from companies both domestically and internationally to explore specific hints for driving DX initiatives. Please feel free to download the materials and take a look. [Contents] ■ DX in the manufacturing industry and the current state of the domestic manufacturing sector ■ BIZXIM Express - Why is PPAP viewed as a problem? Causes and alternatives ■ Building a group accounting foundation that supports the remarkable business expansion of "Daiso" - Link to the BIZXIM introduction page https://www.bizxim.com/ We are also showcasing presentation materials and videos at the virtual exhibition available through the link below, currently open for viewing.

• Accounting and Finance

We have newly launched the virtual exhibition "BIZXIM," which can be experienced in a virtual space starting from December 1, 2022. At the exhibition booth, we introduce solutions that address the challenges faced by the manufacturing industry, centered around three themes: "ERP," "DX," and "ESG." In conjunction with this, product demos and introduction videos are also displayed on the virtual exhibition "BIZXIM." Additionally, we offer entry as a "guest," which allows viewing without registration. For those who register their login information, we plan to gradually expand access to past webinars and other content in the seminar room. 【Three Featured Corners】 ■ ERP Corner Introducing business solutions that strongly support "strengthening the supply chain." ■ DX Corner Presenting solutions that promote "digital transformation for companies." ■ ESG Corner Showcasing solutions aimed at achieving "future ESG management." *For more details, please refer to the PDF materials or feel free to contact us.

• Production Management System

The "BIZXIM Product Number" covers the various business areas of sales management, production management, financial management, and after-sales service management. Starting from the management of sales inquiries, it is an ERP package that covers the core business processes of a company, including estimates, orders, manufacturing, shipping, sales, costs, after-sales service, and financial accounting. 【Features】 ■ A system specialized for make-to-order production ■ Promotes visibility within the company ■ Provides strong support for system implementation *For more details, please refer to the PDF materials or feel free to contact us.

• Production Management System

Documents related to national taxes, such as order forms and invoices, are generally required to be stored for seven years. This also applies to documents received via fax, and the storage location and method for seven years' worth of paper records become significant challenges. To address this situation, while considering the paperless transition of fax, it is important to note that digitized faxes must be stored in compliance with the Electronic Bookkeeping Preservation Act, which has led many companies to postpone implementation. "BIZXIM SmartFAX" offers a solution that digitizes received faxes and provides a seamless process for storing them in a cloud-based document management solution that complies with the Electronic Bookkeeping Preservation Act, achieving both "paperlessness" and compliance simultaneously. 【Features】 ■ Realizes the storage of electronic transaction data in accordance with the Electronic Bookkeeping Preservation Act ■ Accessible anytime, anywhere ■ Eliminates the need for a fax machine *For more details, please refer to the PDF materials or feel free to contact us.

• Email/Fax transmission

This is a service that systematizes the planning and requirements definition processes, which are the preliminary stages of system implementation, for made-to-order manufacturing companies considering the introduction of systems such as ERP. By utilizing this service, companies can consolidate their IT vision, including setting goals for system implementation, identifying reform themes through current situation analysis, and outlining expected benefits from the next system. **Benefits for companies considering system implementation:** - By clarifying the purpose of implementation and the scope of construction, the risks of schedule delays and cost increases during the system construction phase can be reduced. - By sharing the formulation process and vision between management and operational staff, it becomes easier to gain internal understanding. - Since most internal departments will be involved, it can enhance the overall momentum for system implementation across the company. - By leveraging external insights, companies can incorporate examples of initiatives from other companies. - The deliverables of this service can be utilized as the company's RFP.

• Production Management System

"BIZXIM Chemical" is a core business package equipped with standard functions specialized for the chemical manufacturing industry. Based on years of experience in implementing core systems, we pursue the advantages of both individual system implementation and integrated system implementation. We aim to optimize your business efficiency and IT costs. Additionally, we strongly support information sharing and business collaboration between departments, providing accurate information in a timely manner to achieve the integration of business and information, thereby promoting visibility across the entire company. 【Features】 ■ Standard functions specialized for the chemical manufacturing industry ■ Centralized data management through an integrated database ■ Promotion of business efficiency and overall optimization through diverse business scenarios ■ Support for multi-company and multi-site operations ■ Reduction of operational burden in IT governance *For more details, please refer to the PDF document or feel free to contact us.

• Other production management systems

The "Freight Business System" is a template-based web system designed for specific industries (maritime cargo business) that utilizes the platform "intra-mart," which has a proven track record of implementation in numerous companies. We provide templates tailored to your business operations. While envisioning actual business activities, you can build a system that fits your business requirements (needs). It is possible to link customs data to NACCS, eliminating double entry, reducing input errors, and improving operational efficiency. 【Features】 ■ Integrated management of forwarding operations ■ Pursuit of operational efficiency through seamless processes ■ High business compatibility achieved through template-based system construction ■ NACCS data linkage that realizes operational efficiency and speed *For more details, please refer to the PDF document or feel free to contact us.

• Other core systems

Are you struggling with issues such as "estimates being dependent on individuals and varying in accuracy," "data being dispersed and difficult to extract," and "not knowing when the drawings will come out"? This document introduces solutions to the challenges faced by custom manufacturing industries. It includes information on what BIZXIM is, the lineup of BIZXIM for manufacturing, an overview of the overall functions of BIZXIM by production number, and examples of problem-solving. [Contents (excerpt)] ■ Introduction to the business concept of BIZXIM - What is BIZXIM? - The concept of BIZXIM - BIZXIM for manufacturing lineup *For more details, please refer to the PDF document or feel free to contact us.

• ERP Package

We would like to introduce the case of Yiyu Shipping Co., Ltd., which operates logistics and customs businesses based in major port cities both domestically and internationally, including Kobe, Tokyo, Yokohama, and Nagoya. The company has been using an off-computer system for over 30 years, utilizing a self-developed system. However, the systems were separated by business, which led to inefficiencies and mistakes in operations. To address this, we implemented our "Customs Operations System." This solved the issue of having "disparate systems for each business," allowing for centralized management of customs operations, from order receipt to import/export procedures, payment and invoicing, as well as the management of receivables and payables. [Case Overview] ■ Client: Yiyu Shipping Co., Ltd. ■ Product Implemented: Customs Operations System *For more details, please refer to the related links or feel free to contact us.

• Document and Data Management
• Other operation management software
• project management

We would like to introduce a case study of the implementation of the ERP package "Biz Integral Accounting" at Daiso Industries, which operates approximately 6,000 stores worldwide under the 100 yen shop brand "Daiso." The company faced challenges in its accounting operations, taking about a month to close monthly accounts, making it difficult to accurately grasp performance and conduct appropriate personnel evaluations based on that information, as well as hindering timely financial analysis. To address this, they revamped their core accounting area by combining our product with multiple solutions to create a new system foundation. This enabled them to achieve their goal of closing accounts within 10 business days of the following month, and the establishment of a common foundation across the company also strengthened internal controls. [Case Overview] ■ Implementation Client: Daiso Industries Co., Ltd. ■ Implemented Product: Biz Integral Accounting *For more details, please refer to the related links or feel free to contact us.

• ERP Package

We would like to introduce a case study of Japan Express, a comprehensive logistics company that operates broadly in various fields such as marine cargo, customs, warehousing, international logistics, and overseas relocation. The company adopted the "Marine Cargo Business System" utilizing intra-mart, in conjunction with the NACCS (Nippon Automated Cargo and Port Consolidated System) which was renewed in October 2008, and as a response to the expiration of the maintenance period for existing servers. After implementation, the workflow became seamless, allowing the information initially entered by sales to be shared across the company, significantly reducing the input burden in other departments. 【Case Overview】 ■ Client: Japan Express Co., Ltd. ■ Product Implemented: Marine Cargo Business System ■ Challenge: Seamless business operations and real-time information sharing *For more details, please refer to the related links or feel free to contact us.

• Document and Data Management
• Other operation management software
• project management

This column addresses the second aspect of consciousness reform: "There is no system for sharing, accumulating, or effectively utilizing information." As we conduct interviews to understand why manufacturers face this issue, we uncover a latent memory that suggests, "It was effective because of optimization at the part or departmental level." Indeed, optimizing systems at the part or departmental level can be implemented with a relatively low budget, and the effects are often visible in the short term, pleasing the targeted users. However, as this process is repeated over the years, it can lead to a system that is mocked as spaghetti or patchwork—an amalgamation of mismatched components. [Content Overview] - Personalization of system maintenance - Personalization of business operations *For more details on the column, please refer to the related links. Feel free to contact us for more information.*

• Other core systems

We would like to introduce a case study of the "Cargo Operations System" implemented by Tohkaiun Co., Ltd., which utilizes all transportation means—land, sea, and air—to provide various logistics services both domestically and internationally. The company faced challenges in wanting to strengthen their estimation and search functions and to manage their operations centrally. To address this, they adopted our product, which features a highly flexible template system. The extraction of necessary data has become significantly more efficient and effective, enhancing their adaptability to changes in the business. [Case Overview] ■ Implementation Partner: Tohkaiun Co., Ltd. ■ Implemented Product: Cargo Operations System ■ Challenge: Strengthening estimation and search functions and centralizing operations *For more details, please refer to the related links or feel free to contact us.

• Document and Data Management
• Other operation management software
• project management

NTT Data Kansai is a package vendor for core systems, so I would like to say, "All customers who have implemented our package system are seeing great results," but the reality is not that simple. There are still customers who are struggling, and we recognize that this is a challenge we must face head-on as a company. In this column, we will explain in detail the differences between customers who are achieving solid results despite using the same package system and those who are not. We hope to be of assistance to customers who are facing similar challenges. [Contents] ■ The gap between management's expectations and the reality on the ground ■ The current situation in the field where profits are not being generated ■ The effectiveness of IT implementation *For more details on the column, please refer to the related links. Feel free to contact us for more information.

• Other core systems

In November 2020, the Cabinet Office announced the abolition of PPAP, and in response, many companies are accelerating their shift away from PPAP; however, challenges have arisen with "email operations." 'bAudit' is an Outlook add-in tool that enables the transition away from PPAP without changing the email sending operation with file attachments, integrating with Box. When you attach a file you want to share in an email, it automatically uploads to Box and returns a shared link in the body of the email. 【Features】 ■ Streamlining attached file sending - Automatic issuance and setting of shared links, automatic sending of passwords ■ Prevention of misdelivery - Checks for recipients and domains, settings for waiting time before sending ■ Security measures - Audit characters in the body, checks for attached files, settings for password rules *For more details, please refer to the PDF document or feel free to contact us.

• Other security and surveillance systems

In this column, we highlight "awareness reform" as one of the initiatives that manufacturers consistently generating profits are undertaking, in addition to package systems. The consolidated factors contributing to the numerous challenges faced by custom order manufacturers are threefold: "dependency on individual know-how, with no established rules," "lack of information sharing, accumulation, and mechanisms to utilize it," and "absence of planning, or if present, lack of credibility." As we delve deeper into this "lack," we begin to uncover the latent consciousness ingrained from past experiences and memories. [Content Overview] ■ Dependency on individual know-how, with no established rules *For more details on the column, please refer to the related link. For further inquiries, feel free to contact us.*

• Other core systems

In this column, we address the third aspect of consciousness reform: "There is no plan, and even if there is, it lacks credibility." The risk of custom-made production lies in the frequent design changes. Since design changes are assumed to be a given, even if a short-term plan is created, maintenance cannot keep up, resulting in a plan that no one trusts anywhere. Manufacturers that have not advanced in standardization cannot provide estimates based solely on sales, leading to repeated drawings of similar designs. This results in a vicious cycle of unfamiliar parts drawing, manufacturing, and design changes in the case of truly new designs. *For more details on the column, you can view it through the related link. Please feel free to contact us for more information.*

• Other core systems

This column discusses the challenging design bill of materials (E-BOM) and manufacturing bill of materials (M-BOM) within the operational rules of hierarchical BOMs. Many manufacturers may be struggling with how to create a hierarchical BOM in design and how to link and convert it into a BOM that can be utilized in manufacturing. Since there are differences in product characteristics and organizational structures among manufacturers, I believe there is no definitive answer. However, one thing that can be said is that manufacturers who prioritize planning and standardization aim to create as much as possible in upstream departments, namely the design department, and even further, the sales department. *For more details on the column, please refer to the related links. If you have any questions, feel free to contact us.*

• Other core systems

In the previous column, we discussed the theme of "consciousness reform," but if the system is going to change, we must also discuss "reform of organizations and rules" as a set. In this column, we will explain those rules, specifically focusing on standardization and commonality, which we talked about last time. When we think of standardization in manufacturing, we often think of operations and data, but first, we will consider data, particularly BOM (Bill of Materials). This is because, even for make-to-order manufacturers, if the data (BOM) is not standardized, we believe that operations cannot be standardized either. *For more details on the column, you can view it through the related links. Please feel free to contact us for more information.*

• Other core systems

In the previous column, we discussed the theme of "consciousness reform," but if the system is to change, we must also discuss "reform of organizations and rules" as a set. In this column, we will explain the roles of the design department and the production management department within organizational reform. Generally, the design department is responsible for drafting, but what we often hear is that they are overwhelmed with tasks other than drafting, such as estimates and inquiries, making it difficult to focus on reform. Additionally, while the production management department is referred to as the "control tower" or "command center" of the factory, the reality is that they often find themselves caught between sales and the production floor, and there are many custom order manufacturers where control is not feasible. *For more details on the column, you can view it through the related link. Please feel free to contact us for more information.*

• Other core systems

This column is the first installment of "Series 1: Strengthening Order Design Capability." In the manufacturing industry, there is an increasing demand to respond to the growing complexity of products and the diversification of customer requests each year, which requires a broad and high level of technology to achieve. As a result, collaboration across corporate boundaries is progressing to address these challenges, and various other environmental changes are also occurring. In this installment, we will discuss the issues that must be resolved from the perspectives of design, production, cost, and SCM, as well as the countermeasures. [Contents] ■ Environmental changes surrounding the manufacturing industry and directions for countermeasures ■ Problems and causes faced by design and design management ■ Expectations for strengthening design capability *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Production Management System

In this column, we introduce the information systems department (IT department). In the past, what was expected from the IT department included maintenance such as adding functionalities, but above all, there was the impression that the primary requirement was "stable operation of the system," or in other words, "protection." Currently, not only is "stable operation of the system" expected, but there is also a greater emphasis on "how to contribute to corporate management," or in other words, "taking initiative." So, when it comes to whether the IT department is meeting these expectations, it seems that there are more cases where it is not. This is not necessarily the fault of the IT department, but rather due to the environment in which it operates. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

• Other core systems

This column is the second installment of "Series 1: Strengthening Order Design Capability." It explains the approach to visualizing design information using the design of a material input hopper for an injection molding machine as a model for better understanding. By visualizing the review history and allowing stakeholders to confirm it, we can achieve high-quality product planning and product design, and also respond quickly to new customer requests. This is particularly effective during the order design phase. [Contents] - The process from product planning to detailed design and design review items - The approach to visualizing design information *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Production Management System

This column is the third installment of "Series 1: Strengthening Order Design Capability." Building on the previous discussion of "How to Visualize Design Information," we will introduce further applications to enhance design capability. The prerequisites for design are the customer requirements and conditions (specifications) in product planning and individual orders. If these are not properly set, no matter how hard you work on the design, it will not result in a sellable product. Managing information based on the market and refining the requirements for sellable products is the first task of visualization. [Content Overview (Excerpt)] - Connecting customer requirements to product specification design - Pursuing cost limits - Managing design information by linking to E-BOM *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Production Management System

This column is the first installment of "Series 2: MRP and Production Number Management." The production number management method involves setting a management number called a "production number" during manufacturing arrangements, and managing all tasks from planning, ordering, work instructions, to shipping using this production number. In comparison to production number management, there is a material planning method known as MRP (Material Requirements Planning). Both methods require similar functions in terms of arranging necessary materials using a bill of materials based on product demand, but the management unit in MRP is by item number, while in production number management, both item number and production number serve as management units. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

• Production Management System

This column is the second installment of "Series 2: MRP and Production Number Management." As mentioned in the previous column, it is not uncommon for companies to have both MRP and production number management products. However, it is preferable to avoid having mass-produced items managed by MRP while having custom order production items managed by a separate system. MRP, which is discussed in contrast to production number management, is not a conflicting concept; it is indeed possible to manage both methods together within a single MRP system. In this installment, we will introduce the methodology through case studies. [Contents] ■ Do we need separate management systems for production number management and MRP-targeted products? ■ Summary of necessary functional requirements for the coexistence of production number management and MRP ■ List of necessary functions *Detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

• Production Management System

This column explains the operational considerations pointed out in the previous column in the third installment of "Series 2: MRP and Production Order Management." In make-to-order production, designs are created for each order due to different specifications for each production number, leading to the creation of separate BOMs for each production number, which can result in an explosion of BOMs that become unmanageable. On the other hand, in typical make-to-order production, the E-BOM and M-BOM are the same because design and production are carried out concurrently, and they are shipped together as technical information for the product, necessitating BOMs by production number. The challenge here can be rephrased as whether it is possible to simplify the M-BOM while maintaining the E-BOM by production number. *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.*

• Production Management System

This column is the first installment of "Series 3: Improving Profitability," where experts provide insights. When managers work on production improvements, which of the two charts, Chart 1 or Chart 2, would they likely utilize to enhance product profitability? Intuitively, they might choose Chart 2. Both charts show sales of 100 yen, cost of goods sold of 80 yen, and gross profit of 20 yen, appearing to be unchanged. However, in Chart 1, the cost of goods sold of 80 yen is measured by the procurement costs of production resources necessary to create the product. On the other hand, the breakdown of the cost of goods sold in Chart 2 is compiled based on the content of production activities such as parts processing, assembly, and painting. What is the difference in costs between the two? Please take a look at the related links. *You can view the detailed content of the column through the related links. For more information, feel free to contact us.*

• Production Management System

This column is the second installment of "Series 3: Improving Profitability," where experts provide insights. In the previous installment, we raised three issues regarding the drawbacks of using material purchase costs as a benchmark for cost calculation. This time, we will discuss what happens when we integrate the purchasing perspective cost of production resources with the production activity perspective cost. For detailed content, please refer to the related links. [Content Overview] ■ Cost of processing activities (cost on the horizontal axis) ■ Collection of processing activity time and production performance ■ Reasons why production activity cost calculation has not been widely adopted until today ■ Collection of production resource purchasing costs (traditional cost calculation) *For detailed information about the column, please refer to the related links. Feel free to contact us for more information.

• Production Management System

In the previous article, we discussed what happens when we integrate the cost from the perspective of purchasing production resources and the cost from the perspective of production activities. In this column, we will explain why the matrix cost table of production activity costs and production resource purchasing costs is helpful for improving production efficiency and creating profits. For detailed information, please refer to the related links below. [Overview] - The amount of cost input along the activity axis of product development is visible. - Proposals for reducing activity time for each cell are clarified. - How much changes or replacements of production resources contribute to cost reduction. *The detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

• Cost Management System

This column discusses the expected effects and challenges of using MES and IoT for cost management. To fully utilize the matrix cost table, it is necessary to efficiently collect activity information from the production processing activities using MES and IoT with high accuracy and without imposing human burdens. As IoT and similar technologies become more prevalent in future production processes and cost calculation processes, I have summarized the potential innovations in productivity and improvements in profitability that can be expected. [Summary (Excerpt)] ■ Higher precision in measuring/visualizing product costs with IoT ■ Derivation of standard cost information becomes possible with IoT ■ Reliability of product costs can be enhanced ■ Enables increased profits ■ Improved ability to detect signs of loss and prevent issues before they occur *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

This column explains the achievements and new challenges of Japanese-style SCM reform up to the present. The SCM reform in Japan began in earnest in the 2000s. This can be positioned as the first SCM boom in Japan. In contrast, in Europe and the United States, the efforts towards SCM that started in the distribution and retail sectors expanded into manufacturing industries, particularly order-based manufacturing sectors like steel, after the 1990s, and further extended to assembly-type manufacturing industries further along the value chain. [Overview] ■ Achievements of Japanese-style SCM reform ■ New challenges in 10 years *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

In the previous column, I mentioned that it is impossible to accurately determine future demand 100%. I believe there is no disagreement on this point unless one possesses the supernatural ability to predict the future. So, how can we capture demand that cannot be fully predicted and is constantly fluctuating? Of course, efforts to improve the accuracy of future demand forecasts are very important, and without such efforts, it is impossible to enhance the accuracy of planning for production, procurement, and shipping. On the other hand, if future demand fluctuations cannot be accurately captured, one approach is to respond quickly and adapt to those fluctuations. [Overview] ■ PDCA Process in SCM ■ What is S&OP? *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

In the previous column, I explained that one of the issues to be addressed in SCM is that the business plan based on the budget and the execution plan based on that business plan do not form a single PDCA cycle. To realize S&OP, a planning mechanism is needed where the business plan and the execution plan are always synchronized. An effective means to achieve this is to implement an advanced SCM planning system, such as an APS (Advanced Planning System), which allows for the creation and management of the execution plan and business plan within the same framework. However, even if the current system creates and manages the business plan and execution plan separately, there are ways to synchronize the two plans. [Overview] ■ The concept of One Plan ■ Data structure necessary for S&OP ■ Scenario management ■ Knowledge accumulation ■ Finally *Detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

• Cost Management System

Many companies in the manufacturing industry are advocating for business reform, and one of the key actions in this process is visualization. In the manufacturing sector, various initiatives related to visualization have been undertaken up to now. Targeted visualization has been implemented by collecting selected data and processing it as needed to take necessary actions. However, in recent years, it has become possible to discover new relationships or patterns from existing data, making it possible to visualize things that were previously unseen. [Overview] ■ The potential of visualization ■ Upgrading the level of visualization *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

This column is the first installment of "Craftsmanship Cuts: Future Perspectives in Management Control." In the manufacturing industry, in addition to ensuring Quality, Cost, and Delivery—commonly referred to as QCD—there is a social responsibility that includes Safety, Environment, and Corporate Social Responsibility (CSR). In recent years, many companies have been focusing on business reform using digital transformation (DX). Among these, enhancing Key Performance Indicators (KPIs) is one of the areas with significant expectations. The aim is to strengthen management (PDCA) by broadening the scope and depth of KPI utilization and improving the timeliness of decision-making more than ever before. [Overview] ■ KPIs in the manufacturing industry ■ PDCA based on KPIs ■ Key points for KPI utilization *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

This column is the third installment of "The Future Perspectives in Management Control" in the series "Craftsmanship Cuts Through." There is no doubt that building digital systems that can support operations is becoming increasingly important for properly implementing the PDCA cycle in factories. By managing the three elements of production—people, goods, and equipment—at a level greater than ever before, the potential for business innovation is greatly expanding. [Overview] ■ Possibilities of Visualization ■ Opportunities for Realizing Smart Factories ■ Challenges Towards Realization *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Cost Management System

Digital transformation (DX) in the manufacturing industry is often positioned as aiming for significant changes through digitization. There is no doubt that digital technology has made remarkable progress in recent years, creating great potential for companies of all sizes to actively promote various DX initiatives. It is important to define your own DX according to your needs and to freely pursue activities that lead to rationalization and efficiency. [Overview] ■ Process management systems for small-lot production of various types ■ Opportunities for improvement in scheduling ■ Expansion of functions in process management systems (MES) *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Other production management systems

This column is the second installment of "Craftsmanship Cuts: DX from the Perspective of Production Technology." In small-lot production and made-to-order production, the number of work procedures increases in proportion to the variety of products, making the proper management and accurate presentation of these procedures a crucial element in manufacturing. However, the primary focus is still on paperwork, and there is significant room for improvement in terms of timely updates to the latest versions, which need to be done frequently, as well as in providing clarity that appeals visually. [Overview] ■ Presentation of work procedures ■ Collection of work performance data ■ Setting of standard work times *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Other production management systems

In quality management, the importance of history management is increasing. In recent years, the term traceability seems to be more commonly used, which involves linking product numbers with lot numbers, manufacturing conditions, inspection records, and so on, so that they can be tracked when needed later. This is what traceability management entails. By doing this, we aim to identify the necessary scope of response when problems arise and to quickly address quality issues. [Overview] ■ Importance of traceability ■ Utilization of data in quality improvement ■ Collection of quality-related data *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Other production management systems

As a new series, I would like to touch on the perspectives and directions for promoting smart factories with an eye toward the next ten years. In response to the domestic DX, which has not been accelerated much until now, the changes in the environment due to the COVID-19 pandemic and the reassessment of global supply chains have rapidly increased instability factors, and we may be facing a situation where we must truly advance DX whether we like it or not. In custom order production as well, the shift towards more diverse and smaller lot production and individual production will progress further, and production management systems will be required to transition from macro management to more precise management, increasing the importance of hierarchical production numbering. [Overview] ■ Promotion of smart factories ■ Production numbering management *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

• Other production management systems