Breaking Barriers: Transitioning from Paper to Digital for Seamless Information Sharing and Knowledge Preservation

Background

Kusakawa Precision Machinery manufactures and assembles metal and non-metal precision machine parts for a wide range of industries, including semiconductors, LCDs, food, and medical. They have proactively introduced state-of-the-art equipment, such as large machining centers and three-dimensional measuring machines, and have earned high praise from customers for delivering high-quality products backed by advanced technology in short delivery times.

 

Kusakawa had introduced its proprietary manufacturing information management software over a decade ago. With the system’s introduction, standardized programs and tools for processing were managed. This allowed for the division of labor between the program creator and the processor, ensuring consistent manufacturing even when personnel changed. They successfully addressed issues like technical succession and dependency on specific individuals using digital technology.

 

Despite their success in manufacturing DX, there were areas where technical succession and decentralization were lacking. Information sharing was not advanced within and between departments, and many tasks relied on individual knowledge, experience, and memory. Especially, many exchanges centered around paper-based drawings, leading to time and cost inefficiencies.

 

For instance, customer order drawings, accompanied by work instructions, were sent to the manufacturing department. Different individuals needed copies of these drawings for creation, inspection, shipment, etc. This resulted in massive amounts of paper drawings. Additional notes were often written on these paper drawings, which were managed separately by each department.

Solution

CEO Ms. Kako had been gathering information to realize a company-wide manufacturing DX. She believed that the status quo, where they depended on someone, had to change. She wanted a system where anyone could operate and younger individuals could take initiatives. Although they had explored building their own system, it would only suit the current operations and might not evolve to meet future challenges.

 

Ms. Kako was focusing on cloud package software when she was introduced to “CADDi Drawer.” Seeing its demo, she felt it was precisely what they had envisioned. By using it, they could associate various information with drawings, and the need for paper drawing copies was eliminated. Search times for previous or similar drawings were significantly reduced.

 

Regarding the reason for the system’s adoption, Ms. Kako mentioned that in sales, the vast amount of stored drawings meant that staff were preoccupied with searching for drawings for quotations, leaving little time for actual sales activities. She felt the need to transition from paper in about five years and believed now was the time for change.
Ms. Kako hopes that CADDi Drawer will not only help in technical succession, moving away from individual dependencies, and paperlessness but will also serve as common infrastructure for sharing information between departments. She wants an open environment where everyone, experienced or not, can view information from the same perspective. With the introduction of CADDi Drawer, she wishes to transform the company culture from a narrow technical group to a broader creative group.