Core Message

Shiroki has been enacting structural reforms continuously since 1999. The objectives are to concentrate resources on automotive operations and grow even faster on a global scale.

Shiroki Vision 2012, which is a medium-term management plan, was established to overcome a number of challenges. One is the shift in the structure of markets in the automobile industry caused by the much higher cost of raw materials and petroleum. Another challenge is the increasingly heated competition from overseas auto parts suppliers and other companies. Success will require building new operating frameworks for technology, manufacturing, procurement and other aspects of our operations. By fulfilling the goals of Shiroki Vision 2012, we aim to preserve our competitive edge, rebuild our profit structure and create a base for sustained growth.

In addition, by assembling this new framework for business operations, the Shiroki Group plans to rebuild manufacturing operations and generate earnings in Japan, which is the largest market for Shiroki products. Furthermore, we will use these accomplishments to grow in other countries. We are determined to become a truly global organization that is competitive and highly efficient.

Following the start of Shiroki Vision 2012, the global automobile industry has been severely impacted by the global economic recession that began in the fall of 2008. In response to these events, the Shiroki Group is taking the following actions that target urgent issues with the primary goal of remaining profitable.

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Fundamental Framework

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Primary Objectives

• Build a lean and agile manufacturing infrastructure (in response to the decline in production in Japan)
• Use technologies to add more value to products (make products more competitive)
• Use new production methods (realignment of factories, review of tasks performed internally and externally, production process reforms) to cut the cost of sales (become more cost competitive)
• Shift from investing in overseas production facilities to investing in streamlining operations in Japan and in new technologies (make investments that generate growth)
• Strengthen manufacturing activities outside Japan (make North American factories more profitable, target opportunities in emerging economies)
• Recruit and train employees in other countries (the resources needed to support sustained growth)