In manufacturing, it is common to inherit techniques by imitating the methods of predecessors.
However, Oka Iron Works Co., Ltd. starts from the perspective that "the methods of predecessors are not necessarily the only correct way."
"While inherited methods can be considered correct, we encourage employees to find their own correct methods that allow them to produce good quality products quickly. This leverages their individuality and brings the joy of working with their own ideas."
This aligns with Oka Iron Works Co., Ltd.'s corporate philosophy: 'Contributing through manufacturing by leveraging the individuality of each employee.'
This approach applies even to repeat orders.
Instead of doing the same thing every time, they continuously devise new approaches. This accumulates know-how.
"If you keep repeating the same inherited methods, you lose your adventurous spirit, and when a difficult project comes along, you tend to think negatively, 'We can't do this.' By constantly thinking and devising solutions, you become able to think positively, 'Maybe we can do it this way!' even for challenging projects."
It is precisely this stance that enables the company to continuously respond to small-lot, multi-product requests from a wide range of industries.

Katsuyuki took over as president in 2020.
It was the year when the COVID-19 pandemic spread, and the entire Japanese economy stagnated.
In such a difficult situation, Katsuyuki promoted the digital transformation (DX) of the factory.
"It was reverse thinking. Since work decreased, we leveraged that situation to achieve 100% DX, gathering all employees for training. Additionally, we cross-trained employees so that everyone could perform all on-site tasks."
As a result, all drawings and process management were moved to the cloud, allowing anyone to check progress. Furthermore, with accumulated data, quotations can now be generated quickly.
Moreover, they advanced the AI integration of accounting. Monthly trial balances can be issued by the 5th of the following month, and annual financial statements by the 20th of the following month. Additionally, since sales rankings and year-on-year comparisons for each client can be generated from financial data, sales personnel can now formulate sales strategies based on this data.
"It costs money, but I believed it would be better to have everything in order for the future, so we pursued it."

Katsuyuki has formulated a business plan until 2030 and is implementing it step by step. With manufacturing as its foundation, the company operates in the construction and automotive industries at three locations, and by 2030, it plans to establish a trading company to consolidate these operations into a group company.
Furthermore, they will expand sales channels by developing business overseas.
However, Katsuyuki is not only thinking about the future of Oka Iron Works Co., Ltd.
He envisions a system that can support the entire region by creating a network of companies specializing in manufacturing.
Traditional manufacturing society had a pyramid structure, with a vertical flow where what the top received flowed downwards. Katsuyuki aims to flatten this structure, creating a system where any company can undertake a project and produce a single product while complementing all processes.
He believes that by having the corporate network function cohesively as an assembly (ASS), they can eliminate constraints and collaborate to create new manufacturing.
This might be because Katsuyuki had experience as a general consultant before joining Oka Iron Works Co., Ltd.
"I don't think it's interesting if only one person benefits. It's much more enjoyable if everyone involved prospers, isn't it?"
The new system Katsuyuki envisions might just bring a fresh breeze to Japan's manufacturing world.