DIGITAL T-time
DIGITAL T-time
Structure for the new fiscal year
●Toward the achievement of medium-term management plan 2023 Targets
This year is the final year of the "year for building and steadily preparing for the future".
▼Further increase added value in business domains/propose solutions that meet customer expectations
▼Sustainable growth by expanding market shares in growth fields, improving elemental
technologies, and enhancing engineering capabilities
▼Improving the added value of digital platforms/verifying for the creation of new business models
Demonstrating TPEC's strengths in "digital-based manufacturing,"
we aim to "create further trust from society and customers" and "create new value."
●Company-wide slogan
Major reforms for the future
ONE TEAM:Challenge to promote DX and process-innovation with all employees participating
●Corporate Policy (Overview)
1. Safety and workplace culture -each individual's thinking and action-
Safety
Developing people and workplaces with a high level of safety awareness and sensitivity, centered on 4S and 5Tei activities
Health
Fostering an awareness of "creating one's own health" and implementing initiatives adapted to diverse work styles
Environment
Continue efforts to achieve the TPEC Environmental Challenge 2050 and promote action
Compliance
Build and strengthen an organizational structure capable of business continuity, assuming various risks
2. Creating a Strong Workplace that Leads to the Next Era -Strengthening the organizational foundation-
Diversity promotion
Promoting awareness and operational reforms to develop a workplace culture where diverse workers can career
Human resource
Promoting awareness and operational reforms to develop a workplace culture where diverse workers can career
Organization capability
Organizational management that makes the most of the organization and can respond flexibly to changes in conditions
Risk Management
Build and strengthen an organizational structure capable of business continuity, assuming various risks
3. Toward a Corporate Structure Resilient to Changes -Transition from DE to DX-
Strengthen competitiveness
Strengthen response to growth areas through multi-skilled human resource development and resource shift
Enhancement of added value through evolution and advancement of on-site-based DE and promotion of DX
Expansion of independence
Strengthen outsourcing systems and expand operations,such as overseas and B/M
Strengthen the structure to adapt to the period of drastic change through promotion of ONE TEAM activities
4. Challenges for the Future of Monozukuri -Structure and foundation for new business development-
Next-generation business processes development
Build and utilize T-PEQ's based on DE-PF to build next-generation business processes and implement practical projects
Expansion of new business
Development, implementation, operation support and horizontal development of manufacturing preparation DX and plant DX
●Organizational structure
＜Points of change and aims>
・Four headquarters and nine divisions
Three headquarters and seven divisions are largely incorporated.
Promote multi-skilling to expand growth areas
・Establishment of two new departments
Promoting T-PEQ's and reforming
quality-related operations Overseas and B/M sales ratio expansion