TOP INTERVIEW

Dialog with the Future
The Next Reality
Interview on Manufacturing

The bright future of TAKAMAZ envisionedby the Future Promotion TeamWORK & SOULTOYOTA MOTOR HOKKAIDO,INC.
Traveling the Hokuriku Area to Experience Craftsmanship

Visiting a world of delicate and gorgeous beauty,
a district adorned with gold leaf

［ Cover photo ］
Location: The Golden Tea Roomat the main store of HAKUZAThe Golden Tea Room is found in the main
store of HAKUZA, which passes on the skills of
the traditional entsuke gold leaf recognized as
Intangible Cultural Heritage by UNESCO. We
photographed the President of Takamaz in thebeautiful space of a tea room ﬁnished with
40,000 sheets of entsuke gold leaf.

TAKAMATSU MACHINERYPR Magazine Winter 2024

Special Feature for the New YearTOP INTERVIEW

Dialog with the Future
The Next Reality

President

Soichiro Takamatsu

2

The new year of ���� has started.
It is a ﬁtting time to talk about
the future. For this reason we got
the top management of TAKAMAZ
to talk about the future.
This is a special edition of “Interviewing
on Manufacturing”.
Please tell us your thoughts about
TAKAMAZ’s future and vision.

If we look not so far ahead, we
started new operations at the
Asahi plant in April the year before
last, so one realistic goal is tosecure corresponding orders andto manufacture machine tools at
both the headquarters plant andthe Asahi plant. Beyond that, at atime when the needs in relation
to the machine tools that wework with are changing, it stands
to reason that we must also change.
We have to make products thatare suited to the times and thatthe customers want. I think it isprobably important to changewith the needs of the age rather
than getting caught up in theexperience of success that wehave had up until now.
As for what I think about the agenda(vision) twenty or thirty years
beyond this, I wonder whether wewill still be manufacturing justmachine tools. Through extensive
exploration to date, we have ended
up with lathes as our main andongoing line of business. We havebeen discussing that we should
do all kinds of other things, but
the current situation is that wehave not diversiﬁed very much.
However, I wish to continue taking
on challenges. Oﬀering automationand labor-saving solutions otherthan lathes to our existing customers,
as we are currently doing, is one
such new business development.
Another is examining the challengeof how our technology can be ofpractical use in completely newmarkets.
What has gradually taken shapein this way is the “recyclable waste
automatic AI sorting machine”.
This is the new business of sorting
recyclable waste. It is a new challengethat started last year, and which it
is expected can be further developedin various ways into the future.
We will not stop there, and will
listen to many opinions, both in-house and from outside the company,
and embark on new challenges.

what kinds of products and solutions
we’ll be able to propose.

So TAKAMAZ is recognized as a

Are you focusing on anything othermachine tool builder now, but it ispossible that twenty years from now

we will be engaged in completely
diﬀerent lines of business.

We will redouble our eﬀorts in themachine tool business, but taking
on challenges on a diﬀerent stage
than the industry where we havec u r r e n tl y bu i l t o u r r e p u ta ti o n
is also appealing. If the whole
company wants to do this, rather
than me alone, I deﬁnitely want totake on the challenge. As for what
we should do, we are a manufacturer
in the manufacturing ﬁeld and havethe functions and strengths ofbeing a manufacturer, so we haveth e a bi l i ty to q u i c k l y d e v e l o p
products under our own brand.
We should take on challenges where
TAKAMAZ is uniquely qualiﬁed.
What are your thoughts on thetheme of the shift toward electricvehicles that has been highlighted
from several years ago?

I th i n k i t i s i m p o r ta n t to p a y
attention to the speed at whichsociety undertakes the shift toelectric vehicles. It may be diﬃcult
to determine the speed of change,
but it will deﬁnitely not stay thesame as it is now. We are among
those who have great expectations
be c a u s e th i s i s a m a r k e t th a t
requires new technology. In reality
there are issues of various kinds,
and it is because of this thatpeople from a range of ﬁelds aretaking on challenges, so we should
be proactive if we are capable oftaking on challenges in the sameway. It is rewarding precisely
because this is a new market, notan existing one.
While there are a range of issues
and various rivals, I feel strongly
that we should develop businessin this market. I think that theshift to electric vehicles will not
be just about the engine changing
to a motor. Whether it be automation
technology or safety related, iti s s u r e to i n v o l v e m a n y o th e rinnovations at the same time. So
there will be expectations about

than the shift to electric vehicles?

Well yes. We have enjoyed a lot of
support for our machine tools forthe automobile industry up until
now. In addition, I think we should
become actively involved in ﬁelds
other than automotive.
F r o m n ow on, b y paying c l ose
attention to the possibilities oflathes that stem from technologicalinnovations such as mill/turn cutting,
IoT, Digital Transformation (DX) andso on, I believe that we can notjust actively take on challenges in
new ﬁelds but also oﬀer customers
more attractive machine tools.

In preparation for such a future

TAKAMAZ, the Future Promotion

Team was formed a year and ahalf ago.

The reason that we started up the
Future Promotion Team was towork on improving the environments
surrounding projects rather thandirectly engaging in business.
Until now we had shared opinionsfrom this kind of angle but notundertaken any reforms. We tended
to put the focus on how to address
practical problems. Now, rather
than setting numerical targets,
we are asking the Future Promotion
Team to discuss targets that may
seem a bit far away but can bereached if we all work together.
What I’m thinking now is that,rather than just numerical targets
and a business philosophy, we
should share a vision that is
indistinct but one that we wish
would happen. I think we shouldﬁrst all create a mental picture byexchanging opinions, and thenshare this vision of the future.
Improvements such as productivity
improvements and work stylereform are very important, but weshould not cling to them only. We
must reﬂect again on what we areworking for. It is necessary to
work so that we can envision an
enjoyable and bright future.

3

Interview on Manufacturing
Stories of TAKAMAZ Members

The bright future of TAKAMAZ envisionedby the Future Promotion Team/The Future Promotion Team wasformed in order to lead reforms as
we look ahead �� year s to the�� th anniver sar y of the foundingof TAKAMAZ. It is run by the Planningand Accounting Department of the
Administration Division, and comprises
members in their late twenties to early
forties who were brought together
through self-recommendation or being
recommended by others. Now, a year
and a half after it was started up at the
beginning of last year, the leaders ofeach section spoke to us about their
enthusiasm for it.

The Future Promotion Team isperhaps the ﬁrst such initiative inthe history of the company. Whatkind of vision for TAKAMAZ �� years
from now are you working to achieve?
Chief of Technical Development Dept.
Machine Design Section

Hagiwara
The �� team members talked it over,and the major vision that we set forth
was the concept of “a company that
we can be proud of to our family andfriends”.
Chief of Security Trade Control Oﬃce
Administrative Division

Michihata
That’s right. As a result of discussing the

Chief of Technical Development Dept.
Machine Design Section

Shuhei Hagiwara

direction that the company shouldtake in various settings including
general meetings, we decided to gowith “a company that we can beproud of to our family and friends”.
This goal is determined and we won’t
deviate from it. And we are working
towards it in three separate teams
dedicated to “business”, “organization”
and “working environment”.
Please tell us about the actual detailsof the initiative.

Michihata
I am in the “Business Team” and weare taking a number of initiatives
within the concept of creating afoundation for smoothly carrying out
company businesses before starting
actual businesses.
The ﬁrst thing we started was the
Future Box, which is an initiative
intended to resolve the issues thatare not apparent to the departmentsthat are directly involved. The idea isthat it is an in-house opinion box,
where any employee can post an
opinion online. Another initiative that
we are working on at is “improving
the company website”. We are making
progress with the idea of creating one
large item by creating links between
departments. We are also now thinkingof further new initiatives to resolve
issues between diﬀerent departments.

Hagiwara
The “Organization Team” has shareda concept where the primary concern
is to become a company that has
an internal sense of unity, whereboundaries between oﬃces anddepartments are eliminated andthere is respect for other departments.
To that end we have established anaward system called the TAKAMAZ
Awards, with the theme “Let’s make aculture of praise take root”. At thecompany policy presentation for
the new year, we plan to havethe President present awards. The
second item is education. We
conducted an in-house survey about
superiors who can be respected andsubordinates who can be relied on,
with the aim of enhancing employee
education. The results will beincorporated into the education planfor next year onward. We are also
thinking of creating a “Department
Introductions”. The situation atpresent is that other departments
cannot see what work is being done
at a particular department andwhat processes are followed to do it.
I believe that understanding eachother’s tasks will lead to work

Chief of Planning and Accounting Dept.
Administrative Division
Information System Section

Narise Kitagawa

Chief of Security Trade Control Oﬃce
Administrative Division

Ryo Michihata

progressing smoothly, to more careabout the people we deal with,and to evaluation material for careeradvancements.
Chief of Planning and Accounting Dept.
Administrative Division
Information System Section

Kitagawa
Finally, the initiatives of the “Working
Environment Team” are expressed in
the themes of improving employees’
work style and level of comfort at theoﬃce, and improving our company’slevel of recognition and image in
relation to the region and to society,as a “company we can be proud of”.
We also think that, in addition to
get ting to know the company
better in the ﬁrst place, we should
facilitate lateral connections for theemployees.
When we asked ourselves if there
was something we could do, what
emerged was participation in the
Kanazawa Castle Relay Marathon. We
planned the budget and preparedmatching T-shirts to elicit a sense ofunity, while recruiting ﬁve employees
to be par ticipants. The result of
the recruitment greatly exceeded
our expectations, with �� employees
participating in the event. It wasgood public relations in the region,
with coverage in newspapers and soon, and I also really feel it was goodthat the employees communicatedwith many others through lateral anddiagonal connections that would nothave happened outside of work.
A n o t h e r i n i t ia t i v e i s b u i l d i n gmechanisms for diversiﬁcation ofwork styles, including home working
and ﬂexible working hours. We
recognize that the number one
issue to tackle from this point on
is to reassess the rules so that theemployees can select work styles

that match with their workplaceenvironment and living environment,
including childcare.
According to what you say, the Future
Promotion Team is engaged withthemes that are quite fundamental
to the organization: how do you
evaluate the year and a half up tonow?

Kitagawa
I think this is the same for every team,but even if you come up with an idea,
it is very diﬃcult to realize it.

Hagiwara
At the start I have to admit I was
surprised by the fact that the Future
Promotion Team had more attention
than I expected. I was doubtful about
how much importance would be
attached to our proposals, but in fact
when we gave a presentation to the
management team they told us: “Allof them are important, so let’s workon them positively”. Since we had
the suppor t of the management
team, it became easy to operate
in the company too. However, thenumber of things that we wanted
to do kept increasing, and the one
or two hour meetings we are holding
each month have become insuﬃcient.
Resolving that is one of the issues
from here on.
Michihata
We are doing things that are noteasy to experience in the courseof regular work. The pressure iscorrespondingly high, but the work is
rewarding. I really feel that I am
gaining experience, and I have had
input from many people during thisyear and a half.

Kitagawa
At the Kanazawa Castle Relay Marathon
there was a moment-by-moment
sense of accomplishment, but thereis the issue of how to make it takeroot, and concerning whether we arereally achieving what we want to, we
are only half way there. Or rather, wehaven’t even reached the halfway
mark . What we really want to dois achieve result s in core areas
and make TAKAMAZ a company thatmany more people want to join. In
the context of this big vision we arestill a long way from success.
Michihata
The fact that we have released
concrete items like the Future Box
and “website improvements” canbe considered an achievement .
However, we really want to undertakecore business projects. Ultimately,
we see ourselves building up new
businesses that are going to generate
revenue.

Hagiwara
All of the teams have ideals, andthey are progressing step by step
to attain them. For this reason,even if somebody suggested to me
switching the members of the Future
Promotion Team next year, I would
probably say that I want to stay in theteam. I think it’ll take a few more
years to reach a point that I have set
as my own ideal.
The Future Promotion Team has
only just set out on its journey. Its
achievements are, little by little,
forming buds that are blossoming
within the company. I would like toend this interview by wishing thateach of the leaders will attain the
future that they are envisaging.

Introduction to the Future Promotion Team / Leaders of the 3 Sections［Business Team ］［Organization Team ］［Working Environment Team ］

Main achievements: Establishing the Future Box, etc.

Main achievements: Establishing the TAKAMAZ Awards, etc.

Main achievements: Promoting participation in
the Kanazawa Castle Relay Marathon, etc.

Team Leader／ Ryo Michihata

I joined the company part way through my career
so I felt that there was a lot I did not know about
TAKAMAZ, but it presented a good opportunity
to exchange all kinds of information.

4

Team Leader／ Shuhei Hagiwara

I decided to come to this company myself, so
there were many things that I wanted to pursue
until I was satisﬁed, and many things that I want
to change in order to enjoy the work more.

Team Leader／ Narise Kitagawa

I felt that there was an issue with communication
between departments, and I wanted to hear thevarious opinions of others who thought the same thing.

5

Visiting Our Customers

vol.���

TOYOTA MOTOR HOKKAIDO, INC.

An advanced company in Team Toyota that leads in the area of quality products at a reasonable price
The Toyota Production Method is making contributions in the Hokkaido region too.

Direct Shift-CVT Unit

RAV4 Adventure“Becoming an indispensable company for Team Toyota, and for Hokkaido.”

HP

Tackling the theme stated as the vision for ���� isa group with sophisticated thinking that understands the customers’ perspective.

Chief of Unit Planning Oﬃce
Technical Development Dept.／Ryu Yamashita【TOYOTA MOTOR HOKKAIDO, INC.】
145-1 Aza Yufutsu,
Tomakomai-city, Hokkaido
TEL.+81（0）144-57-2121
FAX.+81（0）144-52-3184
President: Yasuo Hojo
Stated capital: 27.5 billion yen
Number of employees: 3,373 (as of November 1, 2023)
Establishment: February 8, 1991
Nature of business: Manufacturing automobile parts
Products: Automatic transmissions, CVTs, hybridtransmission axles, transfers, forged parts

6

Firstly, could you tell us about thenature of the business of TOYOTA
MOTOR HOKKAIDO INC., which is the
only Toyota manufacturing base in
Hokkaido?
【Manager Yamashita】 Having set“Becoming an indispensable company
for Team Toyota, and for Hokkaido” as
our vision for ����, TOYOTA MOTOR
HOKKAIDO INC. is aiming to become
a company that is appreciated andtrusted by everyone in the region,
and working day by day to be able to
make customers happy with quality
products at a reasonable price.
As for what the company does, it
handles the entire production process,from materials to assembly, of the“drive train parts” that are ﬁtted in
Toyota automobiles both in Japanand overseas, including automatictransmissions, CVTs, hybrid transmission
axles and transfers. This has been acore area of business right from thefoundation of the company, but inrecent years we are also focusing
eﬀorts on issues such as “promotionof carbon neutrality”, “collaboration
among diﬀerent industries to solve
local issues”, and “promotion of Digital
Transformation (DX)”. The promotionof DX centers on activities that areprimarily in-house, but for thepromotion of carbon neutrality there
are many companies around us thatare involved in various proving tests inﬁelds such as solar power generationand hydrogen energy, so we arecollaborating with them to utilize
renewable energy to the best eﬀect asa region.
Moving to collaboration among diﬀerent
industries to solve local issues, in thearea of sales activities we have forthree years now maintained links
with companies outside the group andkept up activities to solve a variety ofdiﬃculties together as we have been
investigating what we can do outside
the automobile ﬁeld. This includes
using our machines and technology
to lighten the workloads of primaryindustries such as ﬁshing and farming.
It seems you have also been giving
advice on inventory management andother issues to retail stores in major
shopping malls.
Yes. There is limited space in the backyards of shops in shopping centers.
Goods are taken out and put into
these spaces frequently, which leads
to problems like not knowing where
something is, and having diﬃculty

moving around because people areusing the same paths. We help to create
stores with no wasted space byadapting a fundamental principle inToyota’s production method - makeonly the required quantity of therequired item at the required timing sothat there is no waste - and only everplacing a set quantity of an item at theset place, and regulating human traﬃc.
Are you providing this as a business?
It hasn’t developed into anything
we could call a business yet, but weare starting to work on it. When you arein this organization, the TPS (Toyota
Production System) way of thinking
comes naturally. This TPS way of
thinking is widely known, but its core
is not well understood by everybody,so we are working on providing that
understanding. On a related note, we
also provide the safety training that is
implemented at Toyota. We are rollingout training to other companies too,
where we use videos to have people
experience the “fear” of falling from ahigh place or being crushed in a largepress, for example, then train them sothat they can work safely.

Please tell us more about your company’s
attitude and way of thinking about
manufacturing.
We make every eﬀort to incorporate
the conditions for good products.
From the design planning stage, all
the members identify the anticipatedchallenges from all perspectives
and resolve them in advance, making
it possible to manufacture good
products safely from the start ofoperations. The important point is thatrather than the planning department
alone, we build up items with theparticipation of the departments
responsible for the manufacturingand maintenance as well. In the eventof trouble we implement the ﬁve
whys technique, and after a thoroughinvestigation of the cause on sitea n d in p e r s o n , w e im p le m e n t
countermeasures. We believe that it is
not acceptable for customers to havetrouble with an automobile that theybought for several million yen, so every
single employee goes about their daily
production activities with a strong
conviction that defectives will never bereleased.
So your strength and competitiveedge in manufacturing seems to stemfrom that kind of eﬀort and theawareness of every individual.
In order to make products that will
satisf y customers, we keep making“continuous improvements” on adaily basis and make eﬀorts toimprove quality and strengthen ourcompetitiveness. Changes in ourenvironment, such as the rapidly
progressing electriﬁcation in theautomobile industry, are happening at
a speed that is way beyond ourimagination. To overcome thischallenging environment, we areworking on various advanced
technologies and measures aimed at
higher quality manufacturing. We arecontinually taking on new challenges,
such as policy planning to achieve aprosperous and vibrant future throughutilization of big data, application of
automatic judgment technology basedon AI, and the SDGs/carbon neutrality.
Toyota upholds a “multi-pathway”
approach, so whatever products cometo us, whether electric vehicles or
hybrid, we are always thinking about
delivering good, low-cost products tothe customers with an overwhelming
competitive edge over our rivals.
We also maintain an awareness of theneed to break free from the status
quo in all situations, and place a highvalue on “imagination” to envisage
how things should be and the future,and the “creativity” to tackle new waysof doing things and “continuous
improvements” without fear of failure.
And we are working to train personnel
who can acquire both “imagination”
and “creativity”, be mindful of whothey are acting for, and take action
unconstrained by precedents.
Please tell us your thoughts as anoﬃce manager about the vision for
the future.
In order to realize a decarbonizedsociety in the future, we are, in addition
to our daily energy-saving eﬀorts,
working in collaboration with therelevant government agencies andrelated companies on using newenergy including renewable energythat takes advantage of the regional
charac teristic s of Hokkaido, andhydrogen, with a view to strengthening
the technological capabilities tosupport the next generation of electricvehicles, and achieving carbon
neutrality at our plants.
Also, if I can relate a thought about thesituation a little further into the future,
I believe the automobile industry itself
will be aﬀected by the decrease inpopulation. If we think about making
ve h i c le s a n d p r o d u c t s t h at w ill
deﬁnitely sell in such circumstances, I

consider that ultimately demand willcall us to make products tailored toeach individual customer. Currently
we are running “manufacturing” inunits where one “package” is ��,���
vehicles, but the ideal is to manufacture
one vehicle for one individual. It would
be interesting if we could makevehicles with the ability to select notjust the appearance and interior, buteven the internal performance.
TOYOTA MOTOR HOKKAIDO, INC. wasfounded in ����, and we have beendelivering TAKAMAZ lathes eversince from ����. This served as anopportunity to deliver to the TOYOTA
MOTOR COMPANY too.
Unless we can make “better products
more cheaply”, we cannot maintainour competitiveness. Our ability to
manufacture more cheaply than otherbases in Japan makes the existenceof our base in Hokkaido valuable.
Accordingly, while looking for goodmakers who had not yet done businesswith the Toyota Group, we came across
TAKAMAZ. Then, as a result of having
made better items at lower costs on
TAKAMAZ machines, these machines
started to be introduced at other bases
too.

What did you assess regarding
TAK AMAZ’s lathes, personnel andser vice before adopting them? I
would be grateful if you could bespeciﬁc.
There was the fact that you fully
understood our required speciﬁcations,and also the fact that you proposeds p e c i ﬁ c at i o n s t h at r a i s e d t h e
productivity and quality beyond what
we envisaged. The things that reassured
us above all were that the equipment
can be started up reliably because thedeliveries for completion of production
lin e s a r e o n s c h e d ule , a n d t h eafter-sales service is solid too.

Thank you ver y much. I am gratefulfor the opportunity to conduct thisvaluable interview. We hope you willcontinue to support TAKAMAZ.

7

Traveling the Hokuriku Area
to Experience CraftsmanshipMoriyama Kita

main store of HAKUZACRAFT CONSCIOUS

Higashiyama

Visiting a world of delicate and gorgeous beauty,
a district adorned with gold leaf

Kanazawa Yasue Gold Leaf Museum

HAKUZA Hikarigura

A museum built to leave the pride of gold leaf
craftsmen and its proof to posterity. Apart fromexhibiting collected artworks and tools, you canexperience the varied beauty of gold leaf.

HAKUZA Hikarigura has set up a shop in the
Higashi Chaya district. There are many goldleaf works set out in an elegant space in thetea room building. The golden storehouse
constructed within the inner courtyard andﬁnished with pure gold and platinum leaf and
24-carat gold leaf is a must-see.

Kanazawa Yasue
Gold Leaf Museum
Higashi Chaya district

HAKUZA
Hikarigurahiogabri wa
dg Oh
e as
an
As

The traditional craft of gold leaf representative of Kanazawa, which boasts a 99% share.
It is used in various crafts such as lacquerware and ceramics,
including at the Kinkakuji Temple and Nikko Toshogu Shrine.
The technology for making ultra-thin gold leaf of 1/10,000 mm passed down in the
Kanazawa region delights the eyes of visitors to Kanazawa, centering on the Higashi
Chaya district with products such as tableware, accessories and bags.

359

As

an

o

Ri

ve

r

Chayabijin
A themed shop with various
gold-leaf-related beauty items

The craftsmanship to spread the gold out to a thickness of
1/10,000 mm without losing its shine was cultivated in Kanazawa,
which is blessed with a climate and water quality suited to making
gold leaf. Anyone who visits the Kanazawa Yasue Gold Leaf Museum
will get to know the history of gold leaf in Kanazawa while also being
drawn to the beauty of gold leaf craftsmanship. Gold leaf crafts canalso be enjoyed as tableware, accessories and bags that we canuse in everyday life. In the Higashi Chaya district, which is less thana ﬁve-minute walk from the Kanazawa Yasue Gold Leaf Museum,

there is a collection of shops selling gold leaf handicrafts, and there
is a wide variety of goods that can be enjoyed just by looking
around. Among these shops, HAKUZA Hikarigura, where there is agolden storehouse nestled in the courtyard, is not to be missed, andthe area in front of the storehouse is an extremely scenic spot.
The reliable manufacturing techniques of gold leaf handicrafts
continue to attract people. The trip to discover how wonderful they
are is very interesting and this is an itinerary that I highly
recommend.

TAKAMATSU MACHINERY CO., LTD.
■HEAD OFFICE & PLANT

1-8 ASAHIGAOKA HAKUSAN-CITY ISHIKAWA JAPAN. 924-8558
TEL +81-(0)76-207-6155 FAX +81-(0)76-274-1418■ASAHI PLANT
4-13 ASAHIGAOKA HAKUSAN-CITY ISHIKAWA JAPAN. 924-0004
TEL +81-(0)76-274-0123 FAX +81-(0)76-274-8530

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TAKAMATSU MACHINERY VIETNAM CO., LTD

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TEL +84-(0)28-3620-5671 FAX +84-(0)28-3620-5673

IM HÜLSENFELD 19, 40721 HILDEN, GERMANY
TEL +49-(0)2103-789-4882 FAX +49-(0)2103-789-4883

TAKAMAZ MACHINERY（HANGZHOU）CO., LTD.
■HANGZHOU HEAD OFFICE

NO.6800, JIANGDONG 3RD ROAD, JIANGDONG INDUSTRIAL PARK,XIAOSHAN, HANGZHOU, ZHEJIANG, CHINATEL +86-（ 0）571-8287-9709 FAX +86-（ 0）571-8215-3732

TAKAMATSU MACHINERY（THAILAND）CO., LTD.
■BANGKOK HEAD OFFICE

888/59 MOO 9, TAMBOL BANGPLA, AMPHUR BANGPLEE,SAMUTPRAKARN PROVINCE, THAILAND
TEL +66-（ 0）2-136-7831 FAX +66-（ 0）2-136-7834※Our PR Magazine Revamp

Chayabijin

Higashi Chaya
district

TEL（076）274-1408 FAX（076）274-8530