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[Consulting Service Implementation Case] Toyota Tsusho Corporation

[Consulting Service Implementation Case] Toyota Tsusho Corporation

A case study that achieved a core system that can be used for a long time through visualization using 3-element modeling and quality improvement through QMS!

We would like to introduce a case where Toyota Tsusho Corporation implemented our "Consulting Services." The company repeatedly added on to the package, resulting in a black box situation. Even for small changes or additions, they were unable to grasp the impact range, leading to an increase in testing workload. After implementation, we were able to visualize the entire system through analysis using three-element modeling, resolving the black box state. [Challenges] ■ Repeatedly adding on to the package, resulting in a black box situation ■ Unable to grasp the impact range even for small changes or additions, leading to increased testing workload ■ Core system dependent on ERP package ■ Unable to control the system's lifecycle internally, leading to a rush to respond to EOSL (End of Service Life) ■ Even if subsidiaries wanted to implement the same level of control as the headquarters, horizontal deployment of the system was impossible *For more details, please refer to the PDF document or feel free to contact us.

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[Case Study of Consulting Service] Japan Automobile Federation (JAF)

[Case Study of Consulting Service] Japan Automobile Federation (JAF)

We will introduce a case of integrating core systems and front systems through a data HUB!

We would like to introduce a case where our "Consulting Services" were implemented at the Japan Automobile Federation (JAF). The company faced issues with the expansion of their core systems and the isolation of their front-end systems, resulting in a tightly coupled state between the systems. After implementation, they were able to understand the behavioral trends and preferences of each member through data accumulation and analysis. They now provide One-to-One services that anticipate the needs of their members. [Challenges] - Expansion of core systems and isolation of front-end systems - Systems were in a tightly coupled state - Member data could only be understood as "points," leading to care that was only reactive to "events" - Insufficient collaboration with alliance partners due to lack of data analysis *For more details, please refer to the PDF document or feel free to contact us.

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Who should take the lead in promoting DX?

Who should take the lead in promoting DX?

Vision to initiate new transformations, enthusiasm to lead the team, and management skills are essential!

To realize DX, it is necessary to utilize data and digital technology to transform products, services, and business models based on the needs of customers and society, as well as to transform the business itself, the organization, processes, and corporate culture and climate. To bring about such transformation, it is essential for the president and executives in charge of business divisions to demonstrate strong leadership in accordance with a long-term vision. In the future, as being constantly online becomes the norm and there are continuous digital touchpoints with customers in the post-digital world, various data will be collected, leading to the creation of various services that utilize that data. *For more details on the column, please refer to the related link. Feel free to contact us for more information.

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How should I proceed with DX?

How should I proceed with DX?

It is essential to create an organizational culture that is open and affirms challenges!

To maintain a competitive advantage over other companies, we must constantly create new products and services to acquire new customers. Even if the company's management encourages the promotion of DX, it will be difficult to initiate new transformations if we suddenly start thinking about where and in what aspects to use the latest digital technologies. Let's start by examining our own business model. We should consider how to provide customer value using our products and services and efficient processes, and how to generate profits from that. *For more details on the column, please refer to the related link. Feel free to contact us for more information.*

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How should we evaluate the success of DX?

How should we evaluate the success of DX?

Clearly define the purpose and goals to be achieved through DX in relation to the targeted issues!

Even when we talk about DX, I think there are various perspectives to consider. By utilizing data and the latest digital technologies, we can create new businesses, achieve operational reforms, or, from a more localized viewpoint, dramatically improve accuracy and efficiency in tasks that were previously performed by humans, such as "demand forecasting," "production planning," and "product inspection," by using AI. However, a common failure when suddenly applying AI to current challenges is a phenomenon known as "PoC death." This refers to situations where, despite conducting a PoC (Proof of Concept) for an AI project, the results do not meet expectations, leading to the project's failure. To avoid such failures, it is important to take sufficient time to develop a DX strategy. *For more details on the column, you can view it through the related link. Please feel free to contact us for more information.*

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