FUJITSU Manufacturing DX journey to the best

SCM/ERP/MES solutions for manufacturing

We are committed to ensuring that our customers continue to use our ERP

We believe that what is required of ERP/SCM today are “change-resistant ERP/SCM” that is flexible enough to respond to changes in the social environment and business expansion, and “easy-to-use Enterprise Application Solutions” that ensure a high level of usability even as operations tend to become complex.

The key to this is "manufacturing knowledge".

Fujitsu, which is a manufacturing company itself, has "DNA" as a manufacturing company, and has three commitments that make use of the manufacturing knowledge cultivated through many years of ERP introduction experience.

We are committed to ensuring that our customers continue to use our ERP.
As a unique manufacturing company ERP vendor, we provide strong backup support for our customers’ digital transformation.

Fujitsu's thoughts on manufacturing solutions

Fujitsu’s Commitment to Manufacturing Digital Transformation (DX) – Efforts Related to the SDGs

As a Digital Transformation (DX) company, in April 2021, Fujitsu announced seven focus areas for accelerating growth together with our customers starting with social issues. One of these areas is Sustainable Manufacturing, where we propose to achieve recycling-oriented sustainable manufacturing. This concept of recycling-orientated and sustainable manufacturing is also aligned with the ecosystem approach to achieving the SDGs.

Fujitsu’s mission is to provide manufacturing solutions that address the uncertainty of the future and the diversity of needs.

Fujitsu’s capability to achieve manufacturing Digital Transformation (DX)

Based on our know-how and strengths as a member of the manufacturing industry with our own manufacturing DNA, Fujitsu contributes to its customers by leveraging its “manufacturing knowledge” in business areas where it has a wealth of references (business improvement of manufacturing sites).

Unique know-how as a manufacturing company Over 30 manufacturing locations in Japan

Unique know-how as a manufacturing company

Over 30 manufacturing locations in Japan

Manufacturing (Design - Production - Performance) In-house development of commercial applications

Manufacturing (Design - Production - Performance)
In-house development of commercial applications

Sole vendor in Japan

Our experience in providing manufacturing solutions Over 10,000 companies

Our experience in providing manufacturing solutions

Over 10,000 companies

What is Fujitsu’s Manufacturing Digital Transformation (DX) ?

The important factors in manufacturing Digital Transformation (DX) are the business processes of the engineering chain, such as the design BOM and the manufacturing BOM, which are involved in the manufacturing specifications and whose management has a very strong impact on the productivity and quality of manufacturing if they change.

A key point is how well the engineering chain, which covers design, production, and production site operations on the blue vertical axis, is communicated by digital information and how well it is managed to keep pace with changes.
In terms of strengthening the digital thread/digital driven operation, Fujitsu believes that the key to manufacturing Digital Transformation (DX) is the ability to use the same information to connect processes from the design BOM to the manufacturing site to speed up operations and to be able to analyze and ensure improved traceability through the effective use of data across processes.

FUJITSU Manufacturing DX journey to the best

linkage/circulation image of business process①

■Explanation of Business Process Coordination and Recycling Image (1)

  • This figure explains manufacturing area DX conversion image that Fujitsu thinks.
  • The blue line on the vertical axis represents business collaboration and circulation in the engineering chain.
  • The line going from top to bottom indicates the design information such as design BOM, Manufacturing BOM, Work process etc. can be reliably and accurately transmitted to the manufacturing site as per work instructions. It shows the state in which a "digital thread" has been achieved by preserving nature.
  • As a result, even in design change, the information can be transmitted accurately and timely. At the same time, strict traceability can be secured for changes, which has the advantage of improving quality.
  • Further, the returning line from bottom to top indicates the state in which manufacturing performance and quality information, like manufacturing history and quality records, can be informed to the design process. With this, we aim to improve quality and productivity.
  • On the other hand, the horizontal orange line represents business collaboration and circulation in the supply chain. By linking with the blue engineering chain, it will be possible to corelate with every process and follow changes in the market conditions by implementing optimal plans for mass customization, and optimization of design work. Through this we can manage Market design change or supplier-conscious design etc.

In this way, by linking the engineering chain and the supply chain, it is possible to improve productivity and quality, which are important in the world of manufacturing. Through this, resilient environment can be created which flexibly responds to change.
It is related to the keywords of the business leaders survey responses "change resilience importance" and "data-driven management".

Step-by-Step Diagram of Manufacturing Digital Transformation Procedure (2)

■Explanation of Step-by-Step Diagram of Manufacturing Digital Transformation Procedure (2)

This diagram expresses index for realizing the DX achievement. The DX achievement is reasonable for all customers.

  • DX achievement Level 1 is a state where some processes as manufacturing instructions and quality control, have overcome analog mechanisms such as paperwork and Excel usage.
  • Level 2, is a state where these operations are digitalized for each business process, such as "manufacturing execution management."
  • Level 3 is a state in which production management and manufacturing execution management are linked, centering on ERP and SCM business processes.
  • Level 4, is a state in which SCM and ECM are integrated, from design to manufacturing execution management, which was explained as a point of DX manufacturing.
  • At level 5, a system that is somewhat autonomous such as optimization and automation can be achieved, but it is not possible to reach directly to this level. It is achieved after completing level 4.

In this way, the point is to define with the levels based on Step-by-Step concepts as digitization → connection of processes → autonomous creation of value from the results of the connections. By understanding and benchmarking own current level against DX achievement level, a reasonable DX can be approached.

DX manufacturing themes and issues to realize management reform in the manufacturing field

At Fujitsu, management reform themes are divided into 3 categories, and 10 major manufacturing DX themes have been established to provide guidelines for systematization and business reform. By building a business process model that utilizes the solutions needed to realize each theme, and can achieve the customer's DX manufacturing.

Explanation of Planning SophisticationIn the age of unpredictable VUCA, human coordinated planning has its limitations.
It is important to improve the planning process in order to quickly recognize changes and respond to them immediately.
The "Advanced planning offering" connects planning between companies and within companies, and provides a mechanism to speed up decision-making throughout the entire supply chain.
Financial PlanningWith top-down and bottom-up two-way communication, a financial (budget) plan is created that is consistent throughout the company and conduct simulations that are linked to daily operational plans. Efficient information sharing throughout the company and visualization of KPIs that maintain consistency between management and worksites contribute to maximizing profits.Supply/Demand + Manufacturing PlanThe supply and demand balance adjustment, which includes not only products but also work-in-progress and intermediate products, and more detailed manufacturing plans that take site restrictions into consideration are mutually linked to realize smooth simulations of changes in demand, site troubles, and other situations.
Efficient information coordination between the head office and the field contributes to quick and optimal decision-making in response to change.
Supply/Demand adjustment (PSI)Centrally manage sales, inventory, production, and procurement data, and visualize warnings in real time about changes in the situation. It enables automatic and manual scheduling of production and procurement plans while maintaining inventory balance, taking into account limitations such as plant loads and warehouse capacity.
It contributes to the optimization of inventories by adjusting supply and demand to reflect changes in the situation immediately, and to the improvement of ability to respond quickly and flexibly to changes.
Site work schedulingIt aggregates detailed manufacturing limitations that differ from industry to industry, and specialist know-how. It can achieve automatic and manual scheduling that takes into account constraints and resources (people, factories, equipment loads).
It contributes to eliminating the number of employees through centralized management of information and know-how, reducing the workload by planning automation, and improving the planning speed.
Explanation of Upgradation of cost and productionIn the manufacturing industry that survives the VUCA era, the key to corporate survival is the realization of a DX manufacturing with a mechanism for data-driven management and physical strength. In addition, it is becoming more advanced to realize production process operations (design, production, procurement, arrangement, etc.) that can be analyzed and executed immediately by digitally sharing actual data required by management and field.
As a result, it is possible to feed back the actual site results to design, eliminate defects, visualize production results, and respond to changes in a timely manner.
Data driven managementIn the process industry, we deal with "fluctuations in raw material prices" such as rising prices of naphtha and imported raw materials, "discrepancies in actual production orders" due to manufacturing conditions such as seasonal fluctuations, and "complex production processes" due to inverted tree type production. There is a need for cost and profit/loss management that takes into account market fluctuations and industry characteristics.
Support to customer's data-driven management, starting with cost and profit management that is directly linked to management.
Mass customizationThis solution is designed to help customers in the manufacturing industry achieve mass customization by eliminating the complexity of their work.
Through integrated manufacturing solutions with SAP ERP, provide benefits such as "improved operational efficiency", "improved usability" and "use of the latest technology" for customers with various production models such as repeat order production, order specification production, and order design production.
Explanation of Manufacturing sites sophisticationIn this era of uncertainty, it is necessary for manufacturing sites to manage various issues by linking management and production activities, including issues such as a declining workforce and diversifying needs.
Building a data-driven manufacturing environment that enables the PDCA cycle throughout the company, which enables the collection, analysis, and feedback of real-time on-site information from inside and outside the company, will lead to the sophistication of manufacturing sites.
It supports the realization of a manufacturing site that can handle changes by fusing "standardized information" that is the basis for management decisions and "real information" that is optimized according to various manufacturing forms.
Internal logisticsManages the location of "materials" (materials, intermediate products, finished products) at all production sites (in-house plants, external plants, etc.) and managing real time inventory information, the inventory of the entire factory can be managed. Will lead to the optimization and sophistication of in-plant logistics according to manufacturing.
In addition, by moving "things" associated with manufacturing, an environment will be provided where customer can concentrate on manufacturing by securing space at the work site and preventing human errors such as picking mistakes.
Manufacturing executionIt is the foundation for collecting, storing, and linking manufacturing information that supports the supply and engineering chains.
Provides instructions on design and work information to workers in a timely and easy-to-understand manner. Collects results in a way that does not place a burden on them. This is the first step toward digitalization of the workplace and sophistication of the manufacturing sites.
Factory visualizationAchieve visualization of the performance data accumulated in manufacturing according to the respective positions of control, management, and workplace.
This will not only confirm the progress at the site, but also lead to improvement activities and analysis.
TraceabilityFor customers in the heavy industry and engineering industries, manufacturing management is required from order receipt to design, manufacturing and performance.
In addition, in the manufacturing process, various measures such as design of blade, design changes, process defects and rework are required.
Even in such a complex manufacturing environment, product serial verification (tracing) of safety, functionality, and effectiveness is achieved by ensured quality from design to production/manufacturing.

Manufacturing digital transformation (DX) theme and solution system to realize management innovation

For DX manufacturing theme, this diagram presents the concept of organizing the essential solutions in a three-level structure and selecting the combination in order to solve the vertical line issue by 'improvement of planning, production and cost, and manufacturing sites'. The lowest layer of the three levels is the standard business functions (core business areas) of an ERP solution. These include core solutions such as SAP S/4HANA and mcframe. Next, the middle level, is responsible for business areas specialized in manufacturing operations. For example, it is necessary to combine the solutions from SAP, Anaplan, SIEMENS solutions, and our own GLOVIA solution group. The key is to combine them and make good use of them. As the top level, we apply Fujitsu's unique 'manufacturing knowledge' and complement the ERP core solution in the lowest level and the solution specialized in manufacturing operations in the middle level. We provide 'ERP Complementary Model: Fujitsu Application'. By selecting and utilizing the necessary solutions from these solutions and linking them organically, we can achieve DX manufacturing.

Detail Scheduling Template Production planningActual Costes Tamplate Actual costMass Customization Tamplate Build-to-order manufacturingSAP Integrated Business Planning (IBP)AnaplanGLOVIA smart PROFOURSSAP S/4HANA Manufacturing for Production Engineering and Operation (PEO)mcframe7 SCMSAP Portfolio and Project Management (PPM)SAP Digital Manufacturing Cloud (DMC)SIEMENS OpcenterSAP ERP

What our customers say

  • Improve the capacity utilization rate from 5% to 10% and reduce manufacturing lead time by approximately 20%.By activating indirect staff and improving the operating rate, costs have improved by approximately 300K$ per year.

    FUJITSUDIE-TECH CORPORATION OF THE PHILIPPINES
    Manufacturing Division
    Vice President
    Mr. Yamamoto Kumpei

    FUJITSUDIE-TECH CORPORATION OF THE PHILIPPINES Manufacturing Division Vice President Mr. Yamamoto Kumpei

  • “The ability to share data from the design stage to the final manufacturing process in real time and to tightly control changes met our requirements to promote KPS, our production management concept.”

    Kawasaki Heavy Industries, Ltd.
    Production Department General Manager, Aerospace Systems Company (in charge of Gifu Plant, SCM, and IOT)
    Akihito Sakai, Director, PhD in Engineering

    Kawasaki Heavy Industries, Ltd. Production Department General Manager, Aerospace Systems Company (in charge of Gifu Plant, SCM, and IOT) Akihito Sakai, Director, PhD in Engineering

  • “We have a standard hemodialysis machine model, but its specifications vary depending on each customer’s goals and system environment. It was important for us to be able to operate variant configuration, that we have been using up to now, in the system. Our SAP ERP and SAP ME are both closely linked to the master system, so we appreciate that work procedures and checklists are automatically selected according to each specification, and variant configurations can be achieved by following the procedures.”

    Nikkiso Co., Ltd.
    Kazuhiko Sugimoto, Project Manager, Production Control Department, Kanazawa Plant, Medical Division

    Nikkiso Co., Ltd. Kazuhiko Sugimoto, Project Manager, Production Control Department, Kanazawa Plant, Medical Division

  • “The system is easier to use than the planning management systems we are used to, and the public tables make it easy to connect and use the data. Most appealingly, it was easy to achieve our main goal of automated manufacturing planning. Planning management is designed to streamline the manufacturing process by reducing lead times and inventory levels, but those are not the only goals. While the system automates the necessary data entry, the fine adjustments for the conditions of each product and easy movement around the production site are something that only human beings can do. The proposal exactly met my expectations.”

    Tohshin Seiki Co., Ltd.
    Harunobu Higashi, Director of Purchasing Dept.

    Tohshin Seiki Co., Ltd. Harunobu Higashi, Director of Purchasing Dept.

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