In recent years, there have been calls for improved production efficiency at all work sites. Asahi Diamond is no exception, and in 2017, the Mie Plant began its operational improvement activities. Various measures centered on process improvement were introduced, and the efficiency of operations was steadily improving.
About two years after the project started, a new project came in. We were approached by an overseas customer with whom we already had a small business relationship. The customer wanted to place a large order for WJ nozzles, one of Asahi Diamond's specialty die products. However, in order to receive the order, we had to solve two problems: First, we had to produce the product using a method that was not Asahi Diamond's existing manufacturing method. The second was that the production capacity would have to be at least 1.5 times greater than the current capacity, based on delivery date and production volume. Dies are a legendary product that Asahi Diamond has been manufacturing since the 1940s, so to speak. Some within the company were apprehensive about tackling a new manufacturing method. However, from a different perspective, it could be said that there is much room for improvement since the same machines have been used to manufacture the same products since that time. By confronting this problem, we can show the new Asahi Diamond. With this in mind, the factory and the company's sales team decided to work together to win the order for this project.

What was required this time was a manufacturing method completely different from the conventional WJ nozzle manufacturing method at Asahi Diamond. This is a simple, high-performance type that can shorten the process and reduce costs, and it has become the mainstream in Europe and the United States. Asahi Diamond had been developing this type of nozzle, but had yet to commercialize it on a full scale.
Therefore, we began reviewing our own past products and analyzing the products of other companies. Although there were many unfamiliarities, such as changes in materials and procedures, and new equipment, we were able to complete the project without any technical problems. During the course of the project, there were several occasions when we needed detailed customer information because of the new manufacturing method. Each time, the local sales staff communicated accurately and carefully with the customer, conveying their enthusiasm for the project and building a better relationship of trust. We were able to proceed with the project on a three-person basis with the customer's involvement.

The difficult part was improving the manufacturing process to increase dies production capacity. After careful review, we found that we could improve efficiency by changing the layout of equipment in the factory and the assignment of personnel. However, it is a manufacturing process that many of us have been familiar with for many years, and it is also a manufacturing process for legendary products. There was no way that there would be no confusion on the shop floor. Therefore, we moved forward with the improvements by gradually communicating with them, making small changes and improvements, increasing the number of successful experiences, and gradually fostering an atmosphere of "it can really get better" at the work site.
Specifically, we succeeded in drastically shortening the number of processes, such as reducing the number of personnel needed for five processes from five to only two. Along with the establishment of the new manufacturing method, the shortened processes improved production capacity, leading to the successful awarding of the project.

The joy was short-lived. During the initial delivery, a larger-than-expected number of defective products were found. If this were a normal delivery, this could have been a major problem. However, the customer knew that there was some risk because of the new manufacturing method, and Asahi Diamond also responded sincerely and promptly, so it did not become a major problem. By explaining in an orderly and logical manner that "this could be the cause of the problem and we can improve it by doing this," the customer accepted the situation and the problem was quickly resolved. The problem was quickly resolved, and as a result, we were able to deliver all the desired number of orders on time.
As a result, Asahi Diamond's share of the customer's die product market increased significantly from a few percent to 50%. The customer also reduced costs, making it a win-win situation. The customer commented, "we are happy.

Since this WJ nozzle is mainstream in Europe and the U.S., horizontal development and market share expansion mainly overseas is our immediate goal, and we believe that we can provide benefits to more customers. We would like to take this opportunity to focus on three other die products: bonding wire for semiconductors, magnet wire used in motors, and deformed wire, while increasing the name recognition and brand power of Asahi Diamond.
Through this project, we were able to demonstrate to people outside the company that we can handle other manufacturing methods besides the existing ones. Another major achievement was that the successful reform of the legendary dice product created an atmosphere of "we can face any challenge" within the company. We will continue to improve not only dice products but also other products, aiming to contribute to more customers in the future.