強みは？ - 株式会社カワタProposal ability to realize needs
Where is the biggest reason why Kawata is indispensable for domestic and foreign plastic molding sites?
In Kawata we think that it is "the ability to read what you need steadily and lead to solving problems."
Approximately 60% of employees working in Kawata are thoroughly drafted through OJT so that they are technologically based, and staff engaged in sales are familiar with the site. There are no places where there are no problems at industrial processing sites. Even at any site, we have more or less technical problems and we are trying to improve efficiency and quality while solving them in each case. Kawata's salesperson is not merely "visiting" to the customer's factory, rather than visiting it as a mission, but as a mission to provide solutions to every problem at the production site, I believe that the significance of Kawata's existence there.
From the customers of the manufacturing industry, Kawata's "manufacturing, sales and technology integration system" has been evaluated and leads to close dealings.
Efforts so far
CASE 01 SFA of Kawata
In Kawata, the sales department has already been working on teleworking at the time when the computer division of Showa 60 years was established and information management centered on financial accounting was promoted, and it was also introduced on newspaper at that time.
In the era before the spread of mobile phones, we set up fax at home, we use sales pager as a weapon, once a week for sales personnel, confirmed mutual confirmation of this week's result at Friday's business meeting, next week's schedule, I was doing each self-employed activity until I joined the next Friday.
Estimation creation was expensive at that time, after the woman in the company handed it out with a machine exclusively for word processing, posted it to the business partner, sent a fax to the house of sales manager, and was on a business talks. Sales staff can make full use of time, move freely, afterwards just list the numbers OK! There was such a trend in the whole company. However, while continuing operation, personal time management is impossible. OJT has few opportunities, problems such as being unable to develop based on other cases have become obvious. The point that I was neglected to use information was too much to prioritize efficient use of time in sales activities.
As time goes to Heisei, with the spread of personal computers, the movement to promote information unification and manifestation became vigorous within the company, the sales department focused on the reform of "K-MAP" information reform started It was. We lent personal computers to 40 sales persons in Japan, educated, schedule management by the same platform, bulletin board posting of company information, exchange of information by e-mail, it was possible to create quotation based on the model by each person It was. The data after creation became unified management at the server, the OJT by the section chief, the delivery of handover materials, etc. became smooth and the visualization of the information was realized. In the 1990 's, IT technology was introduced to develop technical estimates ~ market estimates ~ order slips and approval by electronic approval became possible.
Today, order receipts issued in the sales department are linked to production information and execution budget information as electronic data, real time management is possible in the ubiquitous environment (anytime, anywhere) using mobile communication. In addition, user's complaint information is also collected by electronic data and is used for product development through analysis.
We use these information at the important conference body of Kawata, including sales conference, and we are making every effort to improve customer's satisfaction by pairing with manufacturing, sales and skills.
CASE 02 Initiatives to take the initiative in handling material in the new era
カワタが継続的な成長を成し遂げてきた背景には、常に時代を先取りする新しい素材に眼を向け、その実用化をサポートしてきたことが挙げられます。顧客ニーズに密着したカワタの製販技一体体制は、長期的には「時代の新素材」を見定めることに大きく寄与しています。
For example, in the shadow of compact disc (CD) popularization which appeared in the 1980's and quickly deprived the leading role of voice media from record, there was manufacturing technology and know-how using Kawata's original clean room (see case study).
Also in the 1990s, it supported the development of high-capacity storage disks such as DVDs, and now the disk product related business, including DVD, is one of the important products of Kawata.
Furthermore, since the beginning of the 21st century, we are strengthening our presence in the field of new energy that leads to protection of the global environment.
CASE 03 Kawata on the back of the advent of compact disc (CD)?
A compact disc (CD) that everyone knows as a music recording medium was developed jointly by Sony and Philips in 1980, and began selling at each manufacturer since 1982. By the late 1980's the position of the record so far was superseded by the CD and the sound record which lasted more than 100 years since Edison's "phonograph" invention (December 6, 1877) The history of monopolistic control of records as a device came to an end abruptly. How many people know that Kaita's work has been in the shadow of this historical change?
CDs are molded by injecting polycarbonate resin that has been optimally dried in Dryer into a mold of an injection molding machine equipped with an original plate with an uneven surface called a stamper. This is followed by the vapor deposition of aluminum foil on the uneven surface and the coating work to protect the fixing surface, but this series of operations is extremely delicate, and any part of the process may be contaminated with fine dust or other particles. Contamination with foreign substances is not allowed. Kawata is the only company in the industry to be able to perform this series of operations in its own clean room factory, and in 1982, we developed a resin drying system for CDs (receiving, storing, drying, Conveying raw materials, and controlling mold temperature). did. This system became the industry's de facto standard in the early days of CD production, securing a domestic market share of over 90%.
Generally, as a CD player of 59,800 yen called "Goucoupa" appeared in 1985, the number of CD production increases explosively, and in 1986 it will reverse the conventional LP board in production number. A major turnaround in this industry that has been realized in just six years from the invention is remembered as an economic incident, but we will continue to propose high quality and efficiency to the production site behind the scenes Kawata's technical capabilities were there. I believe this was the case that should be taken up as a good example of what kind of position Kawata is in the industry.
