Hanback operated as a fabless company, outsourcing production to partner companies and delivering products without owning a factory.
However, about five years after Hanback's establishment, the company Mizutani worked for, which could be considered Hanback's predecessor, went bankrupt.

Hanback also lost most of its work and had to look for new opportunities.
“I worked on various jobs, including interior construction sites and demolition assistance.”
It was while exploring businesses completely different from the original pachinko-related work that he started the plant maintenance business.

After about a year and a half of desperately searching for a new business model, both the pachinko-related operations and the plant maintenance business got on track.
However, pachinko-related work experiences significant fluctuations. To stabilize management, it was necessary to find a business model that did not solely rely on pachinko-related work.

While preparing to start operating their own factory in Kasugai City, a problem arose, and the plan was abandoned.
“The plan to rent a factory fell through. At that time, I decided to apply for the Business Restructuring Subsidy. I thought it wouldn't work, but I tried, and the subsidy was approved.”

This subsidy allowed them to purchase a factory in Gifu and set a course to start injection molding.
They also had good fortune when purchasing machinery for the factory.
The president of a certain company generously sold them three machines that were scheduled to be disposed of at a low price.
Furthermore, that company also transferred automotive parts work that had been done using those machines.
“Starting molding work outside the pachinko industry was a major turning point.”
Since then, they have steadily increased their client base, and by August 2024, they are on track to operate the factory at full capacity.

“We don't have a long track record, so we aren't chosen based on technical capabilities alone. It's probably because I convey my vision for what kind of company I want to build in the future.”
Mizutani's vision is also reflected in the company's philosophy.
‘Pursuing the happiness of employees and contributing to the better operations of our customers.’
Mizutani emphasizes that the order is important: employee happiness comes first, followed by customer satisfaction.

Employee happiness has various aspects, one of which is creating a conducive working environment.
Hanback's factory is fully equipped with air conditioning.
“I believe many factories rely on spot coolers or fans, but I don't think quality can be maintained when employees are working in the scorching summer heat, drenched in sweat.”
Based on the idea that employees can provide high-quality products to customers by working in a comfortable environment, they are undertaking various initiatives.

“Among our employees, we have part-timers with no manufacturing experience and trainees from Vietnam who learned Japanese but have no prior work experience. Nevertheless, there have been no major issues in the first year of operation.”
To ensure this, they thoroughly implement double inspections until the defect rate decreases whenever new employees join.

Establishing a robust support system for employees without manufacturing experience is also part of creating an environment where employees can work with peace of mind.
“It might seem like an added cost, but in a way, I consider it cost reduction. If defects or problems occur, we would lose more than just the cost.”

Mizutani is not pursuing short-term profits but rather considering long-term gains.
This approach, prioritizing employee happiness, is also reflected in their attitude towards manufacturing.
It is precisely because of Hanback's approach that customers may have high expectations.

Hanback has operated as a fabless company since its establishment.
“I am the type of person who thinks ‘how can it be done?’ rather than ‘it can't be done.’ And I don't try to do everything by myself. I believe our true strength lies in the many trusted advisors I have built relationships with over the years.”
While they perform injection molding at their own factory, by collaborating with partner companies, they can handle all operations related to molding, including design, engineering, die/mold, and assembly.
“We now have employees with over 10 years of molding experience, so our molding technology has improved. However, I don't consider technical capability to be our company's primary strength.”
Hanback's true strength lies in its ability to leverage collaboration, not just within Hanback itself, but also with its partner companies.

Mizutani states that he considers the future of Hanback based on the premise of employee happiness.
He aims to create an environment where employees feel glad they joined Hanback and want to continue working there.

“Our current business scale is not enough for employee happiness, so I intend to expand our scale first. However, simply getting bigger isn't the goal, so I will create the best possible environment through dialogue with employees.”
At the same time, he also aims to foster better conditions for the partner companies with whom they have built relationships as a fabless company.

To achieve this, the vision is for Hanback to become a manufacturer.
By becoming a manufacturer, they can fully leverage the strength of the network they have built so far.
They already have several ideas for products they want to commercialize as a manufacturer.
When considering becoming a manufacturer, it is common to explore directions that utilize one's own technology.
However, because Mizutani has worked with many advisors and partner companies, he can think freely without being limited to molding.
We look forward to seeing what new things Hanback will create in the future.