After the war, with the outbreak of the Korean War, Kuroda Seiki Seisakusho was able to establish its management foundation by receiving large orders for truck parts. Kuroda Seiki Seisakusho has grown along with the increasing demand for automobiles in Japan.
Currently, the company primarily manufactures brake and engine parts for passenger cars and other vehicles.

Manufacturing bases include the Head Office factory, Gifu factory in Kaizu City, Gifu Prefecture, and Yoro factory in Yoro-gun, Gifu Prefecture. Furthermore, wholly-owned subsidiaries have been established in Thailand and Mexico.
Our business partners have expanded to include multiple major automobile manufacturers and related companies, and we also do business with Robert BOSCH GmbH (hereinafter, BOSCH), a multinational corporation headquartered in Germany.

Triggered by the super appreciation of the yen in 1995, Toyota Motor Corporation requested a 30% reduction in the price of brake wheel cylinder pistons. We devised a new shape for the wheel cylinder piston, reduced post-cold forging processes, and obtained a patent.

Furthermore, by in-housing the alumite treatment, an integrated production system from cold forging of aluminum brake pistons to alumite treatment was established, paving the way for achieving our goals. At this time, our affiliate Aisin also encouraged us to engage in 'inter-school matches' (competition with other companies) to refine our unique technologies. This led to orders for aluminum master cylinder pistons and subsequently to business with Hitachi, Ltd. (now Hitachi Astemo) and BOSCH.

“Initially, I felt it was very difficult to meet the demands, but by developing with the cooperation of those around us, our business partners increased rapidly as a result.”
At this time, the in-housing of alumite treatment also led to overseas expansion.

Yasuhiko, the previous generation, introduced a 6-spindle automatic lathe manufactured by Pittler GmbH of Germany in 1963 (Showa 38).
“It was the first machine imported by Pittler into Japan. I believe introducing new equipment was a significant challenge”

Around 1970, we took on the challenge of cold forging aluminum products.
Around 2000, when export profits significantly decreased due to the strong yen and cost reduction became necessary, we aimed to in-house surface treatment alumite. By introducing alumite equipment based on new theories, we established an integrated production system from cold forging to machining, grinding, and alumite treatment.

These bold challenges have led to the current Kuroda Seiki Seisakusho.
“Rather than saying we have a strong spirit of challenge, I believe these were necessary challenges to realize what our customers demanded at the time”

Kuroda Seiki Seisakusho's fundamental philosophy is 'Quality First'.
“Since our company manufactures brake parts, defects affecting brake performance can endanger human lives.”
The catalyst for the significant improvement in quality levels was the start of business with BOSCH.

“We started delivering to a factory in Spain, Europe.”
Until then, our delivery destinations were primarily within Japan, centered in the Tokai region. Even if defective products occurred, we could transport them ourselves and handle the situation. However, since we couldn't go to Spain immediately, we had to ship replacement products by air.
“The impact of defective products on our business was so significant that we incurred a large deficit in the first year. I blamed myself, wondering what I had gotten us into.”

However, this changed the on-site awareness regarding quality.
To systematize this as an organization, we obtained ISO9001, as well as QS9000 and TS16949 (now IATF16949), which are specialized for the automotive industry.
“By transforming our organizational structure and work methods to align with the management system, our quality improved significantly.”

'Excellent Product Manufacturing, Human Resource Development' is Kuroda Seiki Seisakusho's management philosophy.
'Excellent products' are evaluated comprehensively, not only on quality but also on price, delivery time, environmental issues, and technology. Furthermore, it refers to the responsiveness required to create 'excellent products'.
Proposals for difficult-to-manufacture products are shaped through trial and error in the Production Engineering Department.

“In the past, we would take on projects without knowing how difficult they would be and work desperately. Now, we are formalizing that know-how.”
And what is necessary to create such 'excellent products' is 'human resource development'.
Toshihiro says he wants to create a company where employees can live happily by fulfilling their assigned roles and contributing to society through their work.
To achieve this, we conduct training programs utilizing external educational institutions to enhance human capabilities.
“Skills training alone won't take root. First, I believe a foundation of mindset and how to interact with people is necessary”　

Such training has been conducted for about 30 years.
As the number of employees grew to about 100 and factories increased to three locations, it became difficult for Toshihiro himself to provide individual follow-up.
Even when skilled craftspeople were promoted to section chiefs, the organization didn't function smoothly. Complaints arose from subordinates, and those who became superiors also voiced concerns like, “I can't manage my subordinates well, and I can't sleep at night.”

“I realized that to operate as an organization, it's not enough to just have 'skilled craftspeople'; we also need to develop management layers.”
Thus, Kuroda Seiki Seisakusho began to focus on human resource development.

Electric vehicles will likely increase in the future. In response, in addition to efforts such as developing new business areas and expanding the global share of existing products, we are also working on developing our own products.
What we are developing are tools that can be used in factories worldwide.

Until now, we considered how to manufacture products according to drawings. However, in development, we must consider what shape and what kind of drawing would be best to create the necessary functions.
“We are currently learning as we go. We hope that this learning and these skills will contribute to the company's long-term improvement.”
In this way, Kuroda Seiki Seisakusho continues to take on challenges for the future.

Toshihiro anticipates that the form of supply chains will change.
This is because the world experienced the difficulty of maintaining supply chains due to the impact of COVID-19.
“Instead of buying from low-cost countries, there might be a movement towards completing supply chains within each region.”

From now on, it may become mainstream not just to simply manufacture goods and earn profits, but to provide Japanese manufacturing technology overseas and generate profits there.
“For that, Japan needs attractive technologies. That's why we must continue development”
He stated that the source of Japan's competitiveness might lie in its factories. Many people probably feel anxious about the future of Japanese manufacturing.
That is precisely why, just as Kuroda Seiki Seisakusho has continued to challenge throughout its long history, challenges to overcome difficulties may be necessary.