Case study: Business Strategy + DX Implementation / Kitamura Industrial Painting Co., Ltd.
- 広報
- Jul 15, 2022
- 6 min read
Updated: 1 day ago
It all started with "We didn't know how to apply for a subsidy"...
Now, the mid- to long-term business strategy "KIP-8" has become a new strength for the company!
Client Overview
Kitamura Industrial Painting Co., Ltd.
Kitamura Industrial Painting is one of the largest industrial painting companies in the Hokuriku region. They operate five unique in-house factories equipped with the latest specialized painting equipment, along with numerous dedicated painting factories overseas. Their expertise covers all types of painting, from solvent-based coatings to powder coating.
Director / Corporate Planning: Mr. Tonihara
Q: Why did you consult with THT?
I joined the company in April 2020 and take charge of the DX project in 2021. Having previous experience with system implementation, I believed that business systems should be introduced not only to address short-term issues but also with a mid- to long-term perspective.
We have 5 factories with nearly 200 employees. Therefore, it was already a challenge to organize the internal issues from management, general affairs, and clerical work to gaining a full understanding of various types of painting work, detailed knowledge and specifications of factory equipment, and addressing person-dependent challenges.
Additionally, designing a system and transitioning to DX requires specialized and extensive IT and equipment knowledge. We decided to work with THT from the beginning to help sort out equipment-related issues, because studying everything ourselves would have delayed implementation and increased the risk of making wrong decisions.
"Let's create a strategy that can leverages subsidies and grants."
I was grateful to hear this.
Q: Please tell us about your short-term and medium-term challenges.
We are currently facing the following challenges:
Short-term challenges
Reducing human error and improving operational efficiency
Minimizing the use of paper documents
Medium- to long-term challenges
Enhancing employee motivation
Developing a solid business strategy
While most system development companies tend to focus only on short-term solutions, what set THT apart was their ability to also support us in addressing our mid- to long-term challenges. This was the key factor in our decision to partner with THT.
Q: How did you go about solving these issues?
First, we began by conducting on-site interviews. When internal staff handle this, employees often give safe, textbook-style answers. However, by involving THT, we were able to gather more honest and unbiased insights. It really highlighted the value of having a neutral third party involved.
Next, we categorized the identified issues into two groups: those that could be solved with IT, and those that couldn't be addressed by IT alone. Then we further sorted them into what could be tackled immediately and what would require more time. Naturally, we also had to take budget constraints into account.
Given that this was during the COVID-19 pandemic, we prioritized what we could act on right away specifically, digitizing paper documents and leveraging cloud-based tools.
Within about 6 months, we successfully digitize the core paper materials used in our operations. After a period of testing, we were able to fully implement the system within a year.
Q: Was there anything you found particularly effective or well thought about?
At the time, we didn't have a clear mid- to long-term strategy in place. THT proposed a solution that was both cost-effective and highly versatile, which allowed us to get started without delay. We really appreciated their practical and forward-thinking approach.
Q: How did you approach the development of your mid- to long-term strategy?
At the time, the idea of building a long-term strategy felt completely out of reach like grasping at clouds. But instead of just bringing in a systems consultant, THT introduced a true business strategy expert. They facilitated comprehensive counseling sessions that involved everyone from executives to frontline employees. As someone who was being considered for a future executive role myself, the experience significantly expanded both my perspective and understanding of the business.
Through a series of structured workshops, we learned how to:
・Share and understand the current state of the company
・Analyze and communicate our strengths and weaknesses
・Develop a unifying vision and strategy that aligns with everyone's motivation
・Set tangible goals such as sales targets and workforce size
Initially, some team members including the factory manager were skeptical, wondering, "Consulting??? Really?" But as the sessions progressed, we began to see a noticeable shift in their attitudes and engagement. Their eyes lit up, and real change started to take hold.
Q: How did things change?
The short-term mindset of "This will just mean more tedious work" or "It can't be helped" gradually shifted toward a more hopeful perspective "By helping shape the future of this company, we might actually create better ways of working." That shift in thinking was a very positive sign. I've always believed that mindset is essential for leading an organization effectively.
The saddest thing is when people can't see a future for themselves, become worn out, and eventually decide to leave.
Q: What specific actions were taken?
We shared the company's own assessment of its strengths and weaknesses, as well as broader social and industry trends with all employees.
In addition, we clearly communicated the process behind how our strategy was developed. Gaining a shared sense of understanding and agreement was crucial for smooth implementation going forward.
The strategy was carefully designed to cover all key areas, from sales and service design to HR and labor relations.
Based on that strategy, we then discussed the available tactical options.
At this time, everyone came to understand that DX is just one of many tactics to an end, not the goal itself.
For example, the idea of "Let's start by digitizing paper documents and moving them to the cloud" was no longer just a default action. Everyone came to grasp what that step truly meant within the bigger picture.
Q: What do you mean by tactics?
Our example was the idea of participating in a trade show to introduce our company's strengths and vision to more prospective and potential customers.
At first, we were unsure "We're just a contract-based painting company... what on earth would we exhibit?" But that turned out not to be an issue at all. To show how serious we were about our vision for the future, we all pitched in despite our busy schedules to create an exhibit together.
Before we knew it, we were not only spreading our vision internally, but also naturally engaging in team building.
At the trade show, employees got to experience "sales" firsthand at our booth something that, up until then, had only been done by the company president. Watching our team speak proudly and enthusiastically about the company made me confident that we were truly on the path to solving one of our key mid- to long-term challenges.
For us and especially for our leadership team, this went far beyond incremental improvement. It felt innovative, even revolutionary. In fact when I gave a presentation at the exhibition to share our story, I was so moved that I found myself in tears. I never imagined the day would come when I could be able to talk about our transformation like that.
Q: What are your future plans and expectations for THT?
Until about a year ago, addressing management issues was something handled only by the company president and myself.
But through the various processes we've undergone, we have seen the development of team members who now find joy and anticipation in the company's transformation.
Together with them, we are beginning to envision a more concrete picture of the company's future including the talent we'll need, the equipment required, and the kind of facilities that will support our growth.
IT is a powerful and indispensable tool across all areas of our business.
As technology continues to evolve rapidly, THT's deep expertise, cutting-edge knowledge, and real-world implementation experience have become a true strength and a source of confidence for our company.
We look forward to holding regular meetings with THT, where we can continue receiving proactive proposals on how to solve a wide range of operational challenges.
Q: Lastly, if you don't mind, please help promote THT to those reading this article.
At the beginning, we didn't even have a business strategy in place and were struggling just to complete subsidy applications. But after consulting with THT, we've developed a solid mid- to long-term business strategy what we now call "KIP-8." It's successful execution and clear vision have become one of our greatest strengths, attracting new opportunities to our company.
IT is just a tool and of course, stability, safety and reliability are crucial. But what matters even more is the business strategy that guides the selection and use of those tools, and how that strategy is shared throughout the organization.
THT stands out because they go beyond IT. They engage from the business strategy level and provide support even in areas unrelated to systems or technology. So please don't lump THT in with other system development companies!
Thank you for all the encouragement it's almost embarrassing how grateful we are.
And thank you for the opportunity to share our story.
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