Fast-changing social and economic environments make it difficult to see far ahead, what is demanded of us is to quickly and accurately grasp customers' wishes and change ourselves while thinking and acting from the customer's point of view. We are aiming for management innovation by using the "Program to Improve the Quality of Management*1", and taking a number of initiatives to form an innovative corporate culture that can keep pace with customer changes.
*1 Program to Improve the Quality of Management:
A framework for customer-centric management excellence modeled on the Malcolm Baldrige National Quality Award of the United States, the de facto global standard for management innovation.
Fujitsu is engaged in "Field Innovation" by focusing its efforts on "people" and "processes", and redefining ICT as "a tool for supporting people's work and improving business process efficiency." After making essential management issues clear through the visualization of "people," "processes", and "ICT" at the customer's workplace, we gathered on-site knowledge and improved the ICT usage.
Making such management issues visible leads to sustainable management innovation by customers in accordance with top management's intentions. Furthermore, we continue to improve ourselves in Fujitsu by what we learned in the many times we have been involved in this process.
Examples of Field Innovation − Tokyo Gas Co., Ltd. −
Tokyo Gas is extending their gas conduits towards the region north of Tokyo as part of their management strategy. In accordance with this, the maintenance target facilities overseen by the Supply Facilities Management Sect. have expanded towards the region north of Tokyo, and it is expected that travel times for inspections would increase. To establish a safe and efficient business structure, Tokyo Gas has introduced Field Innovation, and undertaken the tasks of minimizing travel times, leveling duties, and developing young employees with Field Innovators (hereby referred to as FIers).
Making Operations Transparent to Reveal Hidden Issues
The FIers accompanied Tokyo Gas employees to observe the field operations. The FIers conducted investigations into the work load and PC operation history, analyzed work records, and interviewed the employees. Through their investigations, they discovered that travel time accounted for half of the total work hours allocated for daily inspection duties. Therefore, reducing travel times became a clear target.
To reduce travel times, the inspectors and FIers worked to conceive a new transportation model. Previously, workers would make round trips from the Supply Facilities Management Sect. to various facilities. A new model, which has workers inspect several facilities upon departing from the Supply Facilities Management Sect., was created and optimized for the best use of resources.
Leveling of Inspection Duties Using Quality Engineering
By utilizing the techniques of "quality engineering," the inspection and maintenance cycles were reviewed. Reducing excessive inspections lowers the costs and burden of inspection duties, while enhanced safety standards were planned for facilities that require shorter inspection cycles thus leveling the duties. Additionally, a workshop was held for young employees to study how to single-handedly perform inspection duties for various facilities as a way to improve the skillsets of the young inspectors.
Streamlining Reporting Duties
Conventionally, each facility has had their own documents to be completed for the inspection reports. The contents of these reports would then be entered into the system after the employees returned to the office. This workflow was changed to a tablet and cloud service standardized format in order to improve the efficiency of the inspection reporting procedure.
As a result of Field Innovations, hidden issues were revealed, and improvement plans were organized and outlined in detail, preparing for future expansions.
We established the Fujitsu Customer Comprehensive Center in 2003 to handle inquiries and other problems concerning products and services from customers who are not sure where to address their issues. Also, in order to respond quickly to customers concerning the functions and prices of products before they make their purchases, since 2005 we have been routing all such pre-purchase telephone inquiries to a single window, the Fujitsu Contact Line, with the telephone number for access published on our corporate website and in brochures, press releases and advertisements.
The role of the Fujitsu Customer Comprehensive Center and the Fujitsu Contact Line is to quickly connect the customer to the department best suited to answer his/her inquiry. They not only increase customer satisfaction through accelerated responses, they analyze what customers have to say and use it for product and system development and quality improvement.
To handle the diversifying needs and environments of our individual customers, we have put in place the "personal products support desk" to provide consultation concerning Fujitsu personal computers. Through this support desk, we are building a system for handling a wide range of questions on matters regarding the use, troubleshooting, and servicing of Fujitsu personal computers.
Based on the feedback from many users about the "blue light" emitted by computer screens, certain models released in October 2014 and January 2015 featured a "blue light cut mode." This mode can be triggered from the status panel switch: with a single touch, 30% of blue light will be cut compared to standard display values.
Users have commented that the workflow for creating a recovery disc on their computers was hard to understand and the time taken was unclear. In response to this, models released in May 2014 have been equipped with "Backup Navi,"*2 which displays which disk is currently being written, and how much more processing time is required. Users can now create a recovery disc set without worry.
*2 "Backup Navi":
A pre-installed application that can save and restore data, as well as save PC settings.
The Fujitsu Family Association was founded in 1964 as a user association with our corporate clients as members. In 2014 it marked the 50th anniversary of its founding. Today, at the end of FY 2014, it has some 3700 members participating, making it the largest organization of users of information and communications systems in Japan. With a head office, eleven branches in Japan and LS Research Committees*3, the association is expanding its various activities under the slogan "Dreams to Discuss and the Wisdom to Compete" and it is receiving high praise from its members.
Its activities span the three fields of networking among different industry types, developing human resources and gathering information, and in FY2014 the association carried out not just ICT-related activities, but also group research activities and exchange of ideas with the themes of regional vitalization and diversity. The association also engages in substantial public relations activities, such as, pPutting out its "Family" magazine for members six times a year, as well as the Web version, "e-Family", and it sends out email newsletters periodically.
*3 LS Research Committee:
This committee, originally formed as the "Large Systems Research Association" in 1978, was merged with the Fujitsu Family Association in 2007 with the renewed purpose of carrying out research on leading-edge technologies and concepts, and implementing effective ICT utilization that will contribute to members' growth.
Fujitsu Trusted Cloud Square showcases the latest services and technologies including cloud, security, mobile, and big data.
At the display space, there is a complete line-up ranging from smart devices to supercomputers. We introduce technologies and services that bring out the full potential of people, information, and infrastructures through demonstrations using actual products.
In all advertising and publicity activities in the Fujitsu Group, we strive to observe all laws and internal corporate regulations and to use only fair and appropriate expressions and graphic symbols. In FY 2014, the Fujitsu Group did not violate the Act against Unjustifiable Premiums and Misleading Representations.
Fujitsu is dedicated to observing all laws and internal regulations related to marking and labeling of products and services regarding quality and safety. During FY 2014, we experienced no marking or labeling violations related to products or safety.
The Fujitsu Group strives to create through "ICT Universal Design" a society where people can live safely, securely, comfortably, and prosperously.
Fujitsu is striving towards universal designs aimed at realizing an ICT society that everyone can take part in. We will develop and deliver products and services that are easy for everyone to use and enable more people to participate in society.
We aid the five senses (vision, hearing, taste, smell and touch) and offer diverse usage methods, so that differences in senses do not restrict the use of products and services.
The "Raku-Raku Smartphone 3" (model name F-06F), manufactured by Fujitsu and released through NTT Docomo, was awarded the 2014 Good Design Award. The phone has a touchscreen that allows users to select icons with just a tap, and uses a higher contrast ratio for improved visibility compared to earlier generations of "Raku-Raku Smartphones." It has also retained the ease-of-use for elderly users while incorporating an ergonomic shape that fits in the hand with a refined, integrated screen design.
Furthermore, the computer "Grannote" (LIFEBOOKAH), which was designed primarily for the ease-of-use for elderly users, received the 2014 IAUD Award, due to its display color scheme settings for different age groups, high frequency adjustability to accommodate different levels of hearing, along with Fujitsu's SNS service, "Raku-Raku Community."
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