INDUSTRY

1. Ingot manufacturing is time-consuming. It is a batch production process, and the systemization of production and manufacturing management is not very advanced. However, the equipment itself uses highly advanced automated control.
2. These are highly advanced clean-room facilities, where equipment and material handling are fully automated (automated control is established through advanced MES).
3. Make-to-stock production is performed within the bounds of volume contracts.

Consulting Points

→Coordination and optimization of supply chains spanning multiple companies
→Linking production planning with manufacturing results, and managing change orders

1. Large Enterprises
   1. Make-to-stock production is performed based on demand forecasts.
   2. Product lifecycles are often short, making inventory optimization a constant challenge.
   3. Systemization has progressed, but inventory optimization across the entire SCM has not advanced as desired.
2. Small and Medium-Sized Enterprises
   1. Because business is conducted to match market scale, many companies perform cautious make-to-stock production while watching the market and treating sales-company orders as make-to-order signals.
   2. There is a wide gap between companies with advanced systemization and those that remain outdated.
   3. Some companies have not yet completed the migration from legacy office computers (offcons).
   4. Regardless of systemization status, production management and overall optimization capabilities remain very weak—this is a key weakness of Japan’s manufacturing industry.

Consulting Points

→Information sharing and inventory optimization across the entire SCM
→Embedding the latest core-system principles and implementing end-to-end optimization
→Enhancing and sharing actual-result data collection to improve inventory accuracy
→Appropriate change management spanning design through manufacturing

1. Raw materials are transformed into products with completely different forms.
2. Manufacturing, production management, and cost management are heavily dependent on equipment.
3. The unit of sale for finished products differs from the inventory management unit for raw materials and intermediate goods.
4. Processes such as forming are batch-based, leading to many constraints in production planning.
5. There are processes to which MRP cannot be straightforwardly applied.

Consulting Points

→Coordinating process-management-centric machining steps with procedure-based assembly steps
→Inventory management under make-to-stock combined with allocation under build-to-order

1. Make-to-stock production of standard products based on demand forecasts.
2. Product lifecycles are often short, making inventory optimization a constant challenge.
3. Systemization has progressed, but inventory optimization across the entire SCM has not advanced as desired.
4. There is a wide gap between companies with advanced systemization and those that remain outdated.
5. Some companies have not yet completed the migration from legacy office computers (offcons).
6. Regardless of systemization status, production management and overall optimization capabilities remain very weak—this is a key weakness of Japan’s manufacturing industry.

Consulting Points

→Information sharing and inventory optimization across the entire SCM
→Embedding and implementing the latest core-system principles
→Inventory management based on the characteristics of each process
→Appropriate change management spanning mechanical and electrical design through manufacturing

1. Monthly leveled production
2. Combinations of standard designs, optional parts, and custom-made products
3. Production planning by either Kanban or MRP
4. Production results managed via Kanban
5. Coordination with suppliers via Kanban
6. EDI integration with customers
7. Invoicing based on customer-confirmed deliveries

Consulting Points

→Linking parts and unit deliveries from partner companies with assembly plans
→Establishing the ideal change-management model across overseas suppliers, domestic suppliers, and in-house plants
→Designing PLM based on a 150% BOM, and evaluating configurators for user-driven selection and quoting

1. Monthly leveled production
2. Production planning by either Kanban or MRP
3. Production results managed via Kanban
4. Coordination with suppliers via Kanban
5. EDI integration with customers
6. Invoicing based on customer-confirmed deliveries

Consulting Points

→Linking parts and unit deliveries from partner companies with assembly plans
→Production planning, reducing work-in-process and intermediate inventory, and enabling rapid process-plan revisions
→Establishing the ideal change-management model across overseas suppliers, domestic suppliers, and in-house plants
→Procurement planning that incorporates supplier production, unit-level parts supply, and lead-time stabilization

1. A mix of make-to-stock production of standard products based on demand forecasts and build-to-order production of custom products.
2. Systemization has progressed, but inventory optimization across the entire SCM has not advanced as desired.
3. The delivery dates of finished products to customers are heavily affected by the production capacity and lead-time stability of suppliers providing purchased parts, units, and sub-assemblies.

Consulting Points

→Information sharing and production planning that takes into account the capacity and lead-time stability of key suppliers
→Embedding the latest core-system principles and implementing end-to-end optimization
→Planning that covers not only inventory and process capacity but also space allocation and on-site installation
→Appropriate change management spanning design through manufacturing

1. A wide range of products are sold through diverse channels—direct sales, agency sales, e-commerce sites, and in some cases subscription models.
2. Revenue must be recognized under multiple bases—shipment-based, acceptance-based, progress-based—and sales orders may need to be generated from usage.
3. Beyond sales alone, integration with customer management and opportunity management is essential.

Consulting Points

→Conceptualizing and concretely linking CRM/SFA with sales management, inventory allocation, and other operations—together with the software packages that support them
→Realizing an omnichannel vision that goes beyond direct sales to include agencies and e-commerce sites
→Accelerating responses to customer inquiries, repair requests, and complaints, supported by a shared database

・Textiles
・Construction
・Process Industry
・Healthcare
・Startups / Ventures