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Challenges to Address

Challenges to Address

G-TEKT has always been committed to being the top specialized manufacturer of auto body and transmission components.
In April 2017, we launched our third medium-term management plan spanning from the fiscal year ended March 2018 to the fiscal year ending March 2020. We recognize the next three years as a critical juncture in forming the foundation for reaching net sales of 300 billion yen and operating income of 20 billion after five years. To ensure we achieve these management targets, we are working to address the following challenges to steadily carry out innovations in technology, sales, and human resources.

Enhancing the Quality Control System

Quality is absolutely vital when it comes to forming relationships of trust with customers. The entire company is working to ensure the highest possible quality by constantly and thoroughly reviewing quality from the design and die preparation stages.

Production Structure Improvements

To build a production system that can generate sales with mass production we are working to optimize our production structure in every region by reviewing production line concepts, work methods, and production allocations.

Sustainable Growth and Evolution of Overseas Sites

We are working to sustainably grow and evolve by sharing our global strategy between our headquarters in Japan and overseas sites, while promoting the autonomy of every overseas site.

Reinforcing Local Development

We are making every effort to dramatically boost our strengths at proposing new technologies based on an accurate and timely understanding of local needs, while promoting close collaboration between our research labs in Germany and China and the development hub in the United States, led by our R&D offices in Japan.

Employing Weight-Saving Technologies

We will further refine ultra-high tensile processing technologies that extend the use of steel together with hot stamping technologies and mollification technologies. This innovation will address the need for better fuel efficiency and for electric vehicles with technologies for reducing auto body weight and adding strength. At the same time, we will move ahead with forming technologies for non-ferrous materials, such as aluminum and CFRP, along with technologies for joining different materials together, such as non-ferrous materials with steel.

Stepping Up Sales to Other Companies

We are planning a sales strategy for our Japanese operations to capture new customers. Each of our regional headquarters will work closely together to improve the sales system and establish a new global approach connecting every region, with the goal of strengthening sales activities.

Human Resource Development

In addition to a new human resources management system—based on fairness and performance—and a new human resources development system that presents career models that employees can follow, we are harnessing the Human Capital Management System as a support tool that will help us to develop global human resources and to focus on developing the next-generation of executive managers.

Strengthening Global CSR Activities

To become a company with high expectations from stakeholders, we must expand the global reach of our CSR activities. We will aim for sustainable growth and evolution by addressing challenges that include (1) corporate governance, (2) information management, (3) health and safety, (4) quality, (5) human rights and labor, (6) the environment, and (7) social contributions.

Improved Productivity

In Japan over the next three years, we will promote the Productivity Improvement Project to enhance the added-value nature of the entire company and make improvements to operational processes, reduce labor using AI and IoT, and boost the productivity of every division by reducing working hours at the production, technology, and administrative levels.

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