Message from Takuya Umezawa
A message from Takuya Umezawa: a declaration of commitment to further propel DID forward!
Beyond IT, IoT, and ICT, the rapid advancement of digital technologies—including generative AI—has been accelerating the digitalization of society.
However, this digital shift is still only at its beginning. Transformations brought about by smart factories, smart medical systems, and smart cities are now finally moving from the conceptual stage into actual implementation.
The electronics industry is expected to continue growing as it responds to the evolving needs of society.
As an independent trading company, we have primarily handled wires and cables used in semiconductor manufacturing equipment, industrial electronic devices, and medical equipment. However, as the electronics industry continues to advance at a rapid pace, the demands for higher quality and faster delivery are becoming increasingly stringent. Even under these circumstances, we are committed to meeting our customers' expectations. To do so, it is essential that we go beyond the traditional role of a trading company and also incorporate manufacturing capabilities to build a robust supply chain.
The management integration of all group companies in 2024 was a strategic step toward this goal. By bringing together the group's technological capabilities and promoting digital factory initiatives, we aim to enable the stable nationwide supply of high-quality products. With the slogan "DID of Technology, DID of Quality," we will continue to grow as a proposal-driven engineering trading company that delivers optimal solutions. Our goal is to achieve sales of 100 billion yen by our 60th fiscal year and 1 trillion yen by our 70th. We have no intention of changing our proactive management stance in pursuit of these goals.
Aiming for even higher peaks, Daiichi Denzai will continue to take on new challenges.
DID's Philosophy by Takuya Umezawa
Introduction of the core philosophy
Takuya Umezawa cherishes most.
DID will pursue the holistic well-being of all employees through meaningful work, while contributing to society and the world for the benefit of people.
At DID, we always wish that all employees find happiness through their work.
Tangible achievements such as sales, market share, and quality improvement are certainly important, but intangible results like job satisfaction, pride, and a sense of accomplishment are equally crucial. These achievements should not only satisfy oneself but also benefit others beyond oneself. In other words, be altruistic rather than selfish. By achieving a balanced approach to these aspects, one can truly attain "holistic well-being" in both material and spiritual senses.
Activities of companies where all employees work happily contribute to creating a positive chain reaction among all stakeholders, including customers and the local community. Contributing broadly to society through such cycles is the corporate philosophy and most crucial philosophy of DID.
DID's Corporate Principles by Takuya Umezawa
These are DID's corporate
principles that also guide
the actions of
Professional Wireists!
Speed & Service
When you approach your work with motivation, it will undoubtedly show in your speed. Moreover, prompt response is a universal service that pleases any customer.
Put customers first and become
their best partner
Becoming our customers' best partner inevitably takes time. We conduct our business with a long-term perspective, focusing on what needs to be done without rushing for quick results.
Strive for continuous improvement,
evolving each day
In the business world, simply repeating the same routine every day will leave you behind the competition. To evolve and survive, it is essential to accumulate even small improvements every day.
To Takuya Umezawa
3 Questions
We posed three questions to reveal
Takuya Umezawa's true intentions and vision.
Question 1
Philosophy
——What is the background of introducing the philosophy?
When I first became president of DID, business and philosophy were not yet strongly intertwined. However, after a few years, I realized that there were limits to my own approach to management. This led me to knock on the doors of the Seiwajyuku, organized by the late Kazuo Inamori. There, I encountered the philosophy taught by Mr. Inamori, as I learned the fundamentals of management.
I was deeply impressed by the idea of 'do what is morally right even in profit-seeking endeavors,' and I am convinced of its importance in business, which has guided me to the present day.
——Isn't a thorough adherence to philosophy considered 'soft' in a competitive world where outdoing others is the norm?
I actually believe the opposite. In both business and everyday life, people are constantly making decisions. For instance, from trivial decisions like what to eat for breakfast or what to wear, to significant ones such as pricing a product for sale or setting deadlines for delivery, we make numerous decisions throughout the day.
What criteria should be used to make these decisions? That's where values and standards come into play, which is the essence of philosophy. While personal preferences may suffice for individual lives, a company operates within the realm of business. And business functions not by individuals but by a team.
While setting strategies and conducting business as a company, if individual judgments in specific situations are inconsistent, the carefully crafted strategy won't function effectively. However, if all employees embody the philosophy, decision-making and judgments will naturally align, accelerating the pace of business accordingly.
Philosophy is not just empty rhetoric. It is a practical mindset for DID to succeed in business.
Question 2
Next Goal
——In 2021, DID achieved the longstanding goal of reaching 10 billion yen in sales. What are the specific goals for the next step?
I constantly motivate our employees to aim for 100 billion yen in sales in 10 years and 1 trillion yen in 20 years. To break it down further, we aim to achieve 50 billion yen within the next three years. The current electronics industry is said to be entering the Cambrian era. The Cambrian period was a time when Earth's animals underwent explosive evolution and proliferation, and it is anticipated that technology will continue to evolve further in the future. Naturally, semiconductor demand will also increase explosively. I believe that whether DID can firmly ride this trend and leverage its strengths will be key to achieving our goals.
——Isn't one trillion yen a challenging figure?
A market size of one trillion yen for wires and cables alone in 20 years will be necessary for us to achieve the goal. It's also a number that we can achieve only by evolving our business offerings. Alternatively, given that the semiconductor industry now requires a national effort, it is imperative for the country to elevate and support it.
Anyway, we will need to prepare thoroughly as a whole group to turn this number into reality.
Question 3
Future (Vision)
——What future is DID aiming for?
As a company, we are currently promoting the slogans 'DID of Technology' and 'DID of Quality.'
DID's strength lies in having its own processing facilities despite being a trading company. I feel that our factories have really grown great. Operating both a trading company and factories should lead to differentiation from others. We will harness the collective strength of our group companies to build a robust supply chain in the wires and cables sector, demonstrating a strong presence in the electronics industry.
Next, about Japan's future, I believe economic revival and regional revitalization are themes that everyone should earnestly address. Living in Tokyo, sometimes the issue of aging population and declining birthrate doesn't quite resonate. In rural areas, the issues have become severe, with problems manifesting everywhere.
Fortunately, many of DID's primary customers are factories using industrial electronic equipment, and a majority of them are located in rural areas. DID, which operates with a focus on local communities, is well-positioned to contribute to regional revitalization.
DID is currently establishing bases in various locations including Kumamoto, and expanding its processing facility in Akita, which has become a group company, to Kumamoto and Ibaraki as well. In the future, we plan not only to establish new bases and new factories but also to increase the capacity of existing facilities in rural areas, aiming to expand the DID Group with the strength of regional contributions.
