Yasushi joined Hachioji around 2000. When he first joined, he was juggling both on-site work and sales.
Based on that experience, he decided to assign three people to sales positions.
“I believe we have a relatively large number of sales personnel compared to factories of similar size.”
Generally, many companies have the owner also serving as a salesperson, or they adopt a style of contacting clients during delivery.
“In my predecessor's time, sales were not integrated into the company's system. So, we decided to create a dedicated sales position called 'Sales Technical Design'.”

As the job title suggests, they are dedicated sales personnel with technical and design knowledge. Just as Yasushi did when he joined, a system was established where sales representatives with knowledge and technical skills engage in proposal-based sales.
“If sales personnel lack knowledge, it ends up being a game of telephone. I think that causes significant stress for customers.”
Hachioji's sales team can provide concrete proposals, advice, and specific manufacturing methods on the spot when consulted by customers.
“I believe all employees must innovate to provide what customers seek. Besides, it's more interesting to create something after thinking about it than just doing what you're told, isn't it?”　

There are three patterns for new die orders.
The first is a request to manufacture a die exactly to specifications, with the die and process design already completed.
The second is a request where the client designs the manufacturing process, and we are entrusted with the die design.
The third is a request to show the final product and ask us to design the die and process for its manufacturing.
Hachioji can handle any of these three patterns.
However, repeat orders are the most common. And it is in repeat orders that Hachioji's strengths are demonstrated.

In the case of automobiles, the model cycle life is about 10 years. Therefore, a certain volume of parts manufacturing takes place for 10 years. When a model change occurs, new parts are manufactured, but even after the model change, the supply of previous parts must continue for 10 years.
“Dies are crucial for supplying parts. Without dies, parts cannot be produced.”
When parts for older models are needed, Hachioji can immediately retrieve processing details from the original drawings and produce the same die, even if the customer has lost the die drawings.

In small and medium-sized factories, there are still cases where production management is done manually using whiteboards and daily reports. However, Hachioji has been conducting computer-based production management since 1989.
“Initially, we used simple file software. My predecessor wasn't good at explaining things to everyone to gain understanding, so I think he used computers, which he liked, to advance internal management.”
Then, in 2000, we launched our in-house developed production management system. This enabled us to manage drawings, processing details, revision history, dimensions, and production quantities all together.
“We improved it based on feedback while using it, and it was largely completed about 10 years ago.”

Additionally, we manage completed dies by laser-engraving manufacturing numbers on them.
“If a customer tells us the manufacturing number, we can tell them what year it was made.”
Furthermore, we can also perform production progress management and sales management.
Since the current factory operating rate is immediately known, sales representatives can quickly plan the process from order receipt to delivery.
And because production status can be grasped through figures and graphs, it is also utilized for setting sales targets and leveling the operating rate.

“We make information accessible to all employees. Since the data is clearly presented, for example, sales personnel no longer accept orders at excessively low prices that result in no profit.”
By transforming into a corporate structure that consistently generates profit, we can utilize those profits for capital investment and employee training.　

Japanese manufacturing has been supported by small and medium-sized local factories.
“There was a time when people said that if cheap dies from overseas came in, there would be no work in Japan. But in reality, there are fewer and fewer places in Japan that can do manufacturing, and we are in a situation where we have no choice but to rely on overseas.”
That is why Yasushi feels the responsibility to pass on technology and know-how, and to maintain Japanese manufacturing.
To pass on technology, Hachioji ensures that 5% of working hours are dedicated to study. If working 160 hours a month, that calculates to 8 hours for study.

Additionally, we have established a technical certification system and a reward system to enable young people to acquire skills with clear goals.
“If manufacturing technology ranges from 1 to 10, the current situation is like immediately learning processing level 5 by using automated machines. However, you cannot truly understand the technology without mastering the basics on general-purpose machines.”

In manufacturing sites, automation and unmanned operations are progressing to reduce costs and increase production efficiency.
However, this alone cannot enhance manufacturing technical capabilities. Nor can it develop adaptability or responsiveness.
Hachioji aims to contribute to society not only by providing the manufacturing that customers seek but also by nurturing engineers who have mastered the fundamentals and inheriting authentic technology.