DIGITAL T-time
DIGITAL T-time
Start TPEC Vision 2030!
In the spring of 2021, we formulated VISION2030, which will be the road to TPEC's new decade. This issue reviews the previous VISION and introduces the new VISION announcements and our corporate policies for fiscal 2021, which will be the first step toward achieving them.
●Change in VISION
●TPEC VISION 2030
VISION2020 Results (Partial Introduction)
"The figure we’ve been aiming for is clear, and the vision is easy to understand and understood," and "we've almost never been hesitant about what we should prioritize. We're always imagining our customers' expectations and thinking about things that go beyond."
➡Result that 75% of employees are always aware of their work
●On the Start of VISION2030
First of all, I would like to express my gratitude to the working members and all other employees for their various cooperation in formulating this plan.
TPEC's mission is to innovate automobile manufacturing and monozukuri centered on CPS by realizing digital twins through the experience and knowledge of field engineering cultivated through Toyota's monozukuri and the advancement of digital engineering. This time, we have formulated a VISION based on such an idea. Toward VISION, we will become a "ONE TEAM" and grow into a company that is active on the global stage, while creating a smile for everyone.
President
Akitomo Baba
●FY2021 Policies
●Basic concept and direction of the system
・Strengthen functions to reallocate functions and enter new areas and internalize acquisitions
・Optimize management span by enlarging the organization
●Company-wide slogan
●Corporate Policies (Overview)
0. Safety and workplace culture
・Safety: Continue basic initiatives and promote measures to encourage self-awareness
・Health: Promote initiatives to reduce the rate of observers, including lifestyle and exercise habits improvement
・Compliance: Strengthen and implement audit functions that can respond to changes in the company's environment and risks in a timely manner
・Disaster prevention: Establishment of BCM systems and strengthening of drills for various risks
・SDGs: rPromote corporate activities aimed at raising individual awareness and realizing a sustainable society
1. Challenging the future
・CPS: CPS construction and demonstration and improvement with integrated tools, systems and processes
・New Business Planning: Strategic planning and planning promotion for horizontal expansion of existing businesses and establishment of new businesses
・Partnership: Clarify the division of roles with each related company and build a cooperative system in new areas
・Advancement of elemental technologies: Improvement of elemental technologies for digital twin utilization and reducing redo
2. Sustainable Growth
・Strengthen competitiveness: Reallocation of resources in priority areas based on improving the level of business charts and operations
・Promote of independence: Promoting independence by expanding operations to overseas, B/M, etc.
・CASE Response: Promote responses to new technological domains associated with automotive technological innovations
3. Solidify the foundation of the company
・Promoting diversity: Establishment and development of systems and systems that enable diverse human resources to thrive
・Work satisfaction reform: Establishment and development of a personnel system to support the growth of each employee
・Strengthening human resource development: Strengthening human resource development: Promoting basic,specialized education, and multi-skill development to accelerate new business and technology development
・Strengthen earnings base: Improve the accuracy of earnings management and build a framework that can respond quickly to risks