Sustainability

Improve Production Technologies and Efficiency

At the RIKEN TECHNOS Group, we are reinforcing initiatives related to the “RIKEN Standard,”* the foundation of our manufacturing. These initiatives seek to create a deeper understanding of the standard in our sites around the world, improve our manufacturing and quality, share manufacturing-related issues at a global level, and solve them Group-wide.


*RIKEN Standard is the RIKEN TECHNOS Group’s global process guidelines for manufacturing. With the expansion of business to overseas locations, the previous manufacturing process guidelines—which focused on Japan—were revised to be applicable at the global level.

Indicators and Targets

Indicators Scope Unit FY2021 FY2022 FY2023 Medium- to Long-term Targets
FY2024 FY2030
Capital investment consolidated billion yen 2.4 3.9 4.1 - -

Standardization of Equipment Management

One of the major contributors to the decline of production efficiency levels is having to shut down production lines due to equipment failures. We are standardizing equipment management to achieve our goal of having zero serious equipment failures.
With regard to the standardization of equipment management, based on our policy of total productive maintenance (TPM), we have organized our approaches to corrective maintenance and preventive maintenance and carried out a full revision of our equipment inspection items. We have set monitoring inspection as a daily inspection item, performance retention inspection as a weekly inspection item, and inspection of performance retention, trend management, and change management as a monthly inspection item. We have also defined appropriate status ranges for normal operation for each item of equipment. Sensors have been installed at points where daily inspections are performed to monitor the status of equipment. This will enable us to reduce the workload placed on operators by revising the frequency of inspections and improving efficiency. It will also help address the issue of production efficiency declines due to equipment operation being suspended to perform inspections. Going forward, we will collect and accumulate status data from equipment that is in operation, focusing on monthly inspection points, and identify appropriate control ranges while at the same time expanding operation ranges. In addition, we will gradually step up our automation and labor-saving efforts in each production process.

Centralized Management of Production Information and Visualization Using Business Intelligence Tools

We share issues and information regarding the Group’s manufacturing and undertake activities for further overall optimization.
Putting in place an open network infrastructure and a data structure platform that is conducive to the use of the Internet of Things (IoT), we collect and manage the diverse and enormous data that exists in our production frontlines, such as production status, results of tasks, and logs generated by production equipment at the global level, including Japan.
We built a structure that allows production managers to quickly understand the situation by achieving centralized management of data on indicators necessary for production information and constant visualization of such data using business intelligence (BI) tools. The centralized management of data also allowed integration of ledgers and speedy creation of reports.
Going forward, we will also achieve optimization of design and production operations through linking the data of design and production frontlines, and promote the passing down of skills that capture the knowledge of experts through digitalization.