Today, we are in the midst of a digital revolution that offers significant dividends for businesses especially small and medium-sized enterprises and it is imperative for SMEs to have a strategic approach to this digital disruption. We help SMEs to recreate new business opportunties by offering digital technology based on our DX experience in manufacturing industry.
There are no dedicated IT personnel and organization in my company for DX.
I can't find a person who can consult with me to focus on my company's IT level.
Businesses and data are in-silo between business divisions which is a hinderance to DX.
The general DX methodology is for large companies and cannot be used as a refernce for my company.
Even if I consult with a consultant, I can't communicate as they do not understand the working methods of SMEs.
“Companies responding to drastic changes in the business environment which utilize data and digital technology to transform products, services, and business models based on the needs of customers and society. These includes business itself, organizations, processes, and companies who transform their culture and climate to establish a competitive advantage.”
Ministry of Economy, Trade and Industry “Guideline for promoting digital transformation (DX promotion guideline) December 2018”
We work together with our customers so we can steadily move towards their goals and we will show you a realistic path of change in the context of SMEs working culture.
Sharing knowledge and technology based on our own DX experience
Formation of a new organization / business model
Digitization support including legacy renewal
Revolutionize to reform theme and materialize KPIs
Assemble a dedicate organization for promoting DX
Improve business efficiency with DX
The reason why DX fails is that people sees "DX = System installation". What really matters is the steps before deploying the system.
First, we will identify "businesses that are subjected to reform" from the existing business, and specify the reform theme and performance indicators. It is then important to effectively organize the organization to make DX a continuous transformation rather than a transient activity. After preparing the above, integrate the system to your business operation to achieve a successful DX implementation.
This is an example of improving the automobile repair business process of an automobile manufacturer.
By introducing a "Web/mobile application" to automate the manual work of compiling handwritten reports in Excel, we have achieved a 90% reduction of overtime work. Through visualizing repair data in a single platform, we have enabled our customer to monitor KPIs in real time.
This is an example of the project support of the next-generation road transportation system by the Land Transport Authority of Singapore. We are designing and arranging communication equipment to change from the current physical toll gate to a "virtual toll gate using GPS" and adjusting the specifications with the back-end system.
Quoted from Mitsubishi Heavy Industries Machinery Systems (MHI)
https://www.mhi-ms.com/jp/research/sip/highlight/column_0003.html
This is an example of paperless operation, in which all the quality control of air conditioning in the building, which was carried out by the conventional paper form, has been digitalized. Through a dedicated input system, analysis and feedback based on visualization, and auto generation of digital forms, we have achieved high quality control and efficiency for our customer.
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