Sanko primarily performs press working for automotive parts, as well as processing and production management for over 800 types of products, including washers, plates, and spacers.
Among these, we specialize in washers, and the range of plate thicknesses we can handle is wide, from 0.6 mm to 9.9 mm.
"I believe there are few companies of our size that can handle plate thicknesses up to 9.9 mm."
This is because the thicker the material, the greater the load on the press machine. While thin materials can be handled with a 45t press, 9.9 mm requires a 200t press.

Not only the press, but also the leveler, which flattens and feeds rolled materials, must be compatible with the plate thickness. This is because as the thickness increases, the material becomes harder and cannot be straightened.
"In the automotive industry, safety is prioritized, leading to the use of harder materials. That's why we introduced a leveler capable of handling hard materials."
One reason Sanko has been able to expand its processing capabilities is this kind of equipment investment.
Another significant reason is the technical expertise cultivated over many years.

It is said that the difficulty in press working washers lies in achieving flatness.
While a level of 0.1 mm or less is generally required, achieving flatness becomes more difficult as the plate thickness increases. This is because as the material gets thicker, it becomes harder and more prone to distortion.
Since the way distortion occurs varies depending on the material, such as stainless steel, SK material, SPH material, and SPC material, delicate adjustment of the clearance between the upper and lower dies is necessary.

"Depending on the adjustment, it can result in upward or downward warping, or whether the inside or outside bulges."
In addition, accuracy is also influenced by the dimensions and material of the die itself.
While dies are ordered from die manufacturers, we consult with them to modify the die dimensions and materials. This combines Sanko's know-how with the die manufacturer's know-how.

"Since there are slight variations depending on the oil used, we consider which oil is best and select the optimal one."
To press without distortion while maintaining the accuracy of the inner diameter, we perform fine adjustments through repeated trial and error.

Sanko acquired ISO 9001 certification in 2006, and by documenting and organizing the knowledge individually accumulated by craftsmen, a consistent set of judgment criteria was established.
"We receive very few observations from auditors. They tell us that few companies of our size can achieve this level."

Thanks to quality control in accordance with ISO quality management standards and accumulated know-how, there are almost no defective products delivered.
We even received the Quality Excellence Award for five consecutive years at the QC competition held by our client.
"Our parts supplied to our client's parent company have had no defects for over 10 years. Although issues are occasionally found by our client, it's only about 4 cases per year."

Sanko's long-standing trust is likely due to this track record of quality.
Furthermore, we have the responsiveness to quickly handle short lead times and additional product requests.
"Since our company has a staff of about 20, I believe we are agile."

Regarding manufacturing, the factory manager and Hidekatsu lead the operations.
Information is conveyed during morning meetings, and progress is tracked through daily work reports at the end of the day.
"If we're ahead of schedule, we arrange for materials sooner; if we're behind, we adjust to meet the deadline, ensuring we always adhere to delivery dates."
However, the manufacturing setup and adjustments are left to the discretion of each craftsman.
"We communicate changes properly, but basically, we expect them to think and act on their own. So, I think our work is interesting for those who want to think for themselves, but it might be difficult for those who wait for instructions."

For example, when a problem occurs, they consider the cause, and if there's a defect in the die, the operator adjusts the die themselves.
Although ISO quality management standards are established, free judgment and discretion on the factory floor are permitted. A good balance is maintained between clearly defined standards to be followed and individual discretion.
Each employee possesses the capability to achieve zero defects.

"However, the workforce is quite aging now, with many employees over 60. Although some people have joined recently, they are mid-career hires, so I'm actually the youngest."
New talent is essential to continue passing on valuable skills and know-how.
"Mid-career hires tell us that the compensation is better compared to companies of similar size."

For those interested in manufacturing and who want to think and act independently, this company might offer a rewarding experience.
Furthermore, to address the recent labor shortage and achieve even higher productivity with a small number of people, we are actively working on automation through the introduction of robots.

As decarbonization progresses, the automotive industry is also undergoing transformation.
"Since our company primarily deals with automotive parts, we are concerned about the reduction in engine components."
Therefore, we are focusing on manufacturing parts that will still be used even if they are replaced by non-engine parts or electrical components.

We received a new order for the manufacturing of shims used in products for a major household goods manufacturer.
That part was originally planned to be manufactured overseas, but the order was decided because Sanko's unit price was lower.
However, we did not offer a low unit price by disregarding profit.
"We have no intention of entering price competition. While we are often asked for lower prices, I believe that accepting orders by ignoring profit would ultimately strangle ourselves."

Even with unit prices lower than overseas manufacturing, Sanko properly secures its profits. The secret to this is our technical expertise.
Overseas factories seem to have calculated based on producing one part per press cycle, but Sanko can produce five parts per press cycle.
It is precisely because of our high productivity, which allows us to press parts from materials without waste while maintaining uniform quality, that we can secure profits while keeping unit prices low.
The parts required will change with the times.
Nevertheless, Sanko will continue to be a company chosen by customers, thanks to its technical expertise utilizing accumulated know-how and high quality.