Aiotec Co., Ltd. started smoothly by contracting with a major manufacturer for automotive interior-related work.

However, a few years later, a fire broke out at the factory of the original automotive manufacturer.
As a result, the client's automotive interior business scaled down, and Aiotec Co., Ltd. lost its work.

“At that time, we were really on the verge of bankruptcy. Since we only manufactured die/mold back then, the impact on our business was enormous.”

They struggled to secure new work.
Although the technology for automotive interior die/mold for another manufacturer could leverage their existing expertise, they couldn't break into that market.

“The automotive industry tends to be conservative, making it difficult to enter later. Nevertheless, my father kept saying, ‘Good products are good, and those who understand will recognize it,’ and he maintained his commitment to quality manufacturing.”

That attitude turned the tide.

A consultant from an automotive-related company, who knew his father, recognized their “unique technology as something truly good for the world.”
And he also told the manufacturer that “a conservative culture that prevents acknowledging good products is not good.”

After that, they started adopting good products through testing.

While it was a strict condition that only truly good products would be adopted, it allowed them to compete on the same playing field as existing suppliers and have their products evaluated for quality.

“As a result, our die/mold were adopted, and we were able to overcome the crisis.”

The new die/mold adopted by the automotive manufacturer was for molding fibers using recycled materials, and it was patented.

“Theoretically, heating and cooling during molding is impossible.We thought about how to achieve the impossible and devised a die/mold structure with many holes that could withstand a certain pressure.”

Then, from around 2010, they increased their jig manufacturing.

The workload from a single automotive manufacturer fluctuates. To stabilize it and ensure steady business operations, they actively pursued jig manufacturing.

“My father is a technician type, and I consider myself a salesperson. When you're selling, it's easy to introduce good products.
Our jigs may not look cool. But we have the on-site capability to incorporate ideas and achieve so much within limited budgets and specifications!”

Jigs are challenging because customer requirements vary, but Saito says he feels no resistance.

“The automotive industry is one where continuous improvement is standard.
For example, even with the same jig, thinking about how to improve it is a normal mindset.
In that sense, our customers have really helped us grow.”

Furthermore, Saito's lack of a technical school background contributes to his drive to challenge.
Because he doesn't have the mindset of “it must be done this way” as a technician, he doesn't feel high hurdles when it comes to taking on challenges.

“Those who specialize might feel resistance to stepping outside their field, but I don't have that resistance. That's why I can maintain the stance of ‘Let's research, ask others, and figure out how to do it!’”

Aiotec Co., Ltd. is chosen by customers for reasons such as high responsiveness and technical expertise.
On top of that, they make efforts to make it easy for customers to choose.

“Customers often only have a rough image of the jig in their minds. So, at the quotation stage, we include a sketch and provide three quotation patterns based on the scope of what can be done.It's hard for customers to visualize with just a quotation, but a single sketch makes it much easier to choose.”

Furthermore, their quotation prices are kept lower than competitors.

This pricing is not achieved by forcibly cutting profits, but by devising ways to manufacture jigs using processes they can handle themselves, and clearly justifying the price based on factors like materials and time.

Therefore, they can always provide fair and reasonable quotations.

The workplace culture, characterized by a spirit of challenge and flexibility, might also be influenced by the absence of employees from technical backgrounds.

“We don't intentionally avoid people from technical backgrounds, but we believe that manufacturing can be done even without a technical background.”

In fact, the current factory manager graduated from an art university.
Before relocating, Aiotec Co., Ltd. had its factory near an art university.

“Not all art university students become artists, and I thought that in terms of manufacturing, an art university might be similar. That's how it started.”

Aiotec Co., Ltd.'s website states, “Designing customer requests.” It is likely that their flexible thinking, unconstrained by industrial norms, allows them to design customer requests.

Saito believes that for future manufacturing, it is essential for SMEs to maintain strong horizontal connections and leverage their respective specialized technologies.

“Previously, large corporations combined the technologies of SMEs to create products. However, I don't think that approach can keep up with the global pace.”

Many SMEs can only manufacture a part of a product. It was large corporations that connected these parts to create finished products.

However, by strengthening horizontal connections and pooling their strengths, SMEs have the potential to speedily create innovative products that can rival those of large corporations.

“I think it would be great if large corporations started saying, ‘That's interesting, let us join you.’”

Beyond large-corporation-led major projects, perhaps a new form of manufacturing, unlike anything seen before, can emerge when SMEs collaborate by leveraging their respective strengths.