Koyo Corporation
System Development for Manufacturing Industry
President Mr. Kuroda
Achieving Manufacturing Process Efficiency and Quality Improvement
We developed a system for the manufacturing industry. We built a system that realizes manufacturing process efficiency and quality improvement through production management, inventory management, and quality control.
What led you to commission the system development?
We felt the need for a system that could centralize production management, inventory management, and quality control to improve manufacturing process efficiency and quality. The existing system had limitations, and we were looking for a highly customizable system that could adapt to our business flow.
What kind of system were you hoping for?
We wanted a system that would allow real-time data input and confirmation on the production floor, smooth information sharing across departments, and have future scalability. Particularly for quality control, ensuring traceability was a crucial issue.
What kind of communication did you have before the actual development began?
First, they analyzed our business flow in detail and identified where the bottlenecks were. Then, they presented several system design proposals as solutions, which we adjusted to an optimal form while incorporating our requirements. I believe incorporating feedback from the actual workplace led to the development of a user-friendly system.
How was the schedule from development to implementation?
It was completed in about 6 months as initially planned. What was particularly commendable was their flexible response to modification requests during development. By incorporating feedback from the workplace, we were able to achieve a highly refined system.
What effects did you see after implementation?
The most notable effect was a 20% reduction in lead time due to production management efficiency. Additionally, inventory costs were reduced by 15% through optimized inventory management, and the defect rate improved by 10% through strengthened quality control. Beyond the quantifiable effects, employee workload was reduced, allowing more time to be spent on higher value-added tasks.
Were there any difficulties during implementation?
There was some resistance from employees to the transition to the new system. There was anxiety about changing methods they had been accustomed to for years. However, ADDIN held detailed operation explanation sessions multiple times, and their support system during the transition period was thorough, allowing us to smoothly transition to the new system.
How do you plan to utilize the system in the future?
Since the system we implemented is designed with scalability in mind, we are considering integration with other business processes and adding predictive functions using AI. As DX promotion in manufacturing will continue to be an important issue, we want to maximize the system's potential while continuing to receive support from ADDIN.