Digital Strategy

Mission

We will evolve and refine our business processes both internally and externally through advanced and thorough utilization of digital technologies and data and lead the transformation of our organizational culture. In addition, through the development of core digital-proficient human resources and their optimum assignment, we will continue improving and transforming our businesses and contribute to society together with stakeholders.

 

Strategies for the Achievement of the Long-Term Vision

 

By updating our business systems to an open and secure architecture, we aim to enable efficient data management. First, we will develop infrastructure and strengthen systems geared toward utilizing IT and digital technology. We will also strive to improve our data-based competitiveness.
In order to achieve the goals above, we will allocate IT/DX business partners, connect IT/digital technology with work sites, and make efforts to solve issues by conceptualizing and planning,introducing systems, and improving work processes.

Vision for the future(2030) issues to Be addressed Results in 2023 Plans for 2024
  • Digital transformation is promoted in all businesses and operations, and resources are concentrated on core operations that are the source of our competitiveness by 2030. We promote co-creation with stakeholders and contribute to the creation of high social value. The automation of routine and back-office work is also progressing.
  • 【Non-financial KPIs】
  • Data-driven management
  • Promotion of digital transformation and development of professional-minded human resources
  • Enhancement of IT and digital literacy
  • 【Short term (2024 to 2025)】
  • Optimization of TCO*1 and reconstruction of IT/DX infrastructure

Strengthening of cooperation with business units and plants

Promotion of advanced digital tools usage

  • 【Long term (2026 to 2030)】
  • Review of core systems
  • Increased sophistication of operations through data utilization
  • Co-creation of new business models
  • Started using data visualization tools (BI tools) to visualize and analyze management figures at the Management Committee
  • Started process planning to visualize and reduce GHG emissions
  • Completed defining role of IT/digital human resources based on the i Competency Dictionary advocated by IPA*2 for humanresources within the CDO organization
  • Utilized AMI’s AI-based image recognition technology and digital-proficient human resources
  • Develop infrastructure and enhance systems aimed at realizing IT/digital utilization
  • Strengthen cooperation with business units and plants through IT/DX business partners
  • Support the use of advanced digital tools (create synergies with AMI promote the use of digital tools such as ChatGPT)

Human resource development for all employees

In order to develop human resources who can utilize IT/digital technology, we have categorized IT/digital literacy into four levels. In fiscal 2023, we provided a basic IT training program for all employees as Level 1 (entry level). In fiscal 2024, we will focus on Level 2 (daily use) and Level 3 (business use), and conduct a training program that focuses on the utilization of the IT and digital tools that have already been introduced. We will also focus on training and human resource development for employees that are leading the use of IT and digital technology in the field.

Human resource development for specialist personnel

For IT/digital professionals, we conduct assessments to visualize their skills. In addition, we provide advanced IT/digital training programs tailored to their expertise to support further growth. We also create a talent portfolio and formulate plans to develop the specialist human resources needed for our businesses.

TOPICS 2024 of Digital Strategies

Development of Generative AI “Chat Resonac”

We have developed a generative AI system called “Chat Resonac,” an exclusive environment for ChatGPT that allows us to easily retrieve necessary information from a vast amount of data, including handwritten notes related to development and manufacturing. Since it is an in-house system, there is no risk of information leaking outside the company, enabling employees to use it safely and securely. We also provide appropriate support, such as conducting training on how to use it and sharing information on utilization, so that employees can use it efficiently in their day-to-day work. The close exchange of information and mutual understanding between the development staff and on-site employees also contributed greatly in establishing this system. In addition to this companywide system, the Research Center for Computational Science and Informatics is taking the lead in conducting a demonstration experiment for specialized Chat Resonac that can also utilize internal documents. In order to maximize the benefits of generative AI and realize more efficient and creative work, we plan to actively promote the spread and use of Chat Resonac.

Applied an AI model to Refine Quality Anomaly Analysis and Started Verification of Production Yield Improvement

For example, one business unit faced the challenge of reducing and refining the time needed to analyze the causes of product quality issues. To tackle this issue, we are leveraging digital technology to co-create with business units in solving problems. This includes developing AI models that accurately predict product quality by analyzing process, material, and inspection data using machine learning. This model has the ability to identify parameters that contributed to predicted quality (interpretability), and by providing humans with knowledge, it can contribute to shortening the time required for factor analysis. At this stage, we have completed a prototype based on this model, enabling us to achieve high accuracy. We plan to continue verification efforts and determine its usefulness in 2024.