Vol.105:ISOWA America gets more powerful

2018/1    Vol.105

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ ISOWA America gets more powerful
2├ ”Obon” Installations from President Isowa’s Blog, ISOWA DIARY

Happy New Year!
I am ISOWA’s Mr. T, Takashi Takeshima.

I would like to tell you a little about the origins of Japan’s New Year customs.
On New Year’s Day, the “Toshigami,” or god of the new year, is said to visit
each household to bring them happiness for the year to come. A variety of
New Year’s events and customs have arisen to welcome the Toshigami in
celebration and ensure that people receive a great deal of happiness.
To welcome the Toshigami, at the end of the year, households dust away all
the dirt that has accumulated over the year, cleaning the house from top to
bottom in their preparations. A clean home is sure to receive a great many blessings.
People also decorate the entrance of their homes with a “Kadomatsu” New Year’s
pine decoration so that the Toshigami does not lose its way. “Shimenawa” hemp
rope is placed in the vestibule to guide the Toshigami in, and “Kagami mochi”
—round, double layered rice cakes with a large rice cake at the bottom and a smaller
one atop it—are offered inside the home. This symbolizes the yin and yang of
the sun and moon, signifying the act of growing older in harmony. The first sunrise of
the year is a symbol of the New Year. The Toshigami arrives with the rising sun.
People go to somewhere with a good view of the sunrise, from where they pray
with hands clasped as they face the first sun of the new year. “Osechi ryori,” or
traditional New Year’s cuisine, consists of votive dishes prepared to welcome
the Toshigami. “Otoso” is an alcoholic drink imbibed in the hope of receiving
health and longevity.

What kind of customs do you and your family have for the new year?

Lastly, this year is the year of the dog—my birth sign—in the Chinese zodiac,
and I am working on many plans to make it a very special year.

And now, let’s turn to Vol. 105 of the ISOWA NEWS LETTER.
We hope you like this edition.

ISOWA America gets more powerful

Hello Everyone, this is Ron Miller from ISOWA America. It has been
awhile since I last contributed to the ISOWA Newsletter and thought
it was a good time to share some updates from our side of the world,
which is North & South America.

As is the case with any company trying to keep up with the speed of
business these days, ISOWA America is faced with balancing an
ever-pressing global market and the need to stay fundamentally grounded.
As the ISOWA family has firmly demonstrated since 1920, we are not
inclined to risk the future for short-term glory, but rather continue a
path of improved reliability our team members and customers can count on
for decades. This balancing act is not without some pain and frustration,
but what endeavor worth your time is not worth some sacrifice?

One of the factors ISOWA America has had to face in the recent years is
the ebb and flow of new machine orders. We have seen increasing sales
since 2014, but we have always had periods where new orders would pile
up followed by extended periods absent of new orders. This inconsistent
cycle made it challenging to push the business forward.
Over the past two years I believe we have turned the corner and am
pleased to see further growth and much needed stability in machine sales
in our region.
At the core of that growth and stability has been a lot of effort, and
solid performance from our Falcon & Ibis model FFG’s as well as our CF40
model Single Facers.

What is especially exciting is the number of existing customers coming to
ISOWA again for their new projects. In 2017, all of our machine projects
have been with existing customers. To have so many customers come back
again and again for additional equipment is very gratifying. With all
the challenges of business, it is a good measure of our efforts to see
the continuation and extension of that trust. Of course, we also enjoy
beginning new relationships with customers who share and value the
principles that ISOWA fosters. Part of our journey is finding the right
partners to grow with. 2018 is going to be busy with at least one new
customer joining the “family” along with even more orders from existing
customers! It truly is the best of both worlds!

However, as sales grow and our install base changes and expands,
we fully recognize that we must focus even more attention on post-sales
support. To that point, I wanted to share a couple of actions we have
taken with you today.

First, we continue to invest in new local talent and resources.
ISOWA Corporation has a 97year track record of stability, but as
the North & South American markets grow, we owe it to our customers
to grow “locally” as well. In the past year or so we have added two
additional engineers, a dedicated training coordinator, and have taken
opportunities to improve the talent level of some key support staff
positions. We are also actively recruiting additional engineering
resources in further support of our sales service missions.
I expect you will see some new faces soon.

One question we often hear is “how many field service engineers does
ISOWA have in this area”. Of course when asked we answer the question
directly, but I find the question and response to be two sided.
As an OEM, if you need a lot of service engineers,people may ask why is
that necessary? Are the machines too hard to maintain for typical plant
staff or do you keep machine secrets that only OEM staff can understand?
(From ISOWA’s perspective, those answers are NO & NO, in case you were
wondering). If we have fewer engineers than another OEM, does that mean
we are unable to provide support? (Again the answer is NO).

ISOWA America has always tried to share as much knowledge as possible
about our machines, so customers could be as self-reliant as possible.
In some cases this works well, but in others it has not and it is those
situations that can be most challenging for everyone. As we have heard
this debate so much, it made us think of the underlying question a bit
differently: “Do we have the right resources, information and processes
in place to provide timely and value-added services to our customers of
today”. Seems simple I know, but things change and I think the answer
to this question is far more important than the singular question of
“how many engineers do we have”. It is also a question we have set out
to address.

Not only are we adding new team members, but we have also taken a hard
look at ourselves and asked,“is this really how we should be operating”.
It’s easy to say, “you can always do better or just work harder”,
but it is something different to take the critiques you receive (and
some of those can be difficult at times) and actually consider if and
how you need to restructure your operational plan to address those

We are doing exactly that! Some of the changes are subtle internal
workflow improvements intended to smooth information flow internally
and externally. Some are assignment changes within the team in
recognition that we must redistribute daily responsibilities in order to
provide operational clarity and others are new team members taking on
new positions that allow dedicated focus in key functional areas.

In addition to human resource talent, we also continue to invest in
material support which is a topic near and dear to every customer’s
heart. A significant portion of this investment comes by way of
increased spare parts inventory which we do increase year after year
in direct support of our growing install base. Equally important may be
the new ERP(Enterprise Resource Management) system we recently

This system has linked all our operational teams into a single platform
which will serve to improve information flow and enhance our analytics
and material forecasting capabilities. MRO materials have always been
one of the most difficult demand cycles to forecast and shear inventory
volume alone is not a realistic answer. We are challenging ourselves
to pursue and combine material investment dollars, lead time reduction
efforts,intelligent pipelining decisions and enhanced preventive
maintenance activities to achieve the ultimate goal of minimizing
machine reliability risks for our customers.

In summary, we are listening and taking fundamentally sound actions
across our entire operation to improve our resource and service
capabilities. On behalf of the entire team at ISOWA America, and our
extended ISOWA family, we greatly appreciate the trust our customers
place in our relationships. We continue this journey together and remain
sincerely committed to you!

“Obon” Installations
From President Isowa’s Blog, ISOWA DIARY

In Japan, we have a long holiday called “Obon” mid-August.
▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–


Vol.104:ISOWA’s Heartfelt Proposals

2017/12    Vol.104

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ ISOWA’s Heartfelt Proposals
2├ ISOWA America Keeps Evolving from President Isowa’s Blog, ISOWA DIARY

Hello. I am Isami Takano of the Overseas Service Department.
It seems no time at all that it’s December at the end of the year already.
As I write this cover, I remember how honored I felt to be asked to write
the ISOWA NEWS LETTER cover in December last year.

At the start of the year, I resolved to make this a particularly meaningful year
but I am disappointed to say that somehow, I just reverted to my normal lifestyle.

I’ve started to realize that I don’t know if a year is a long time, or no time at all.
I wondered if this was a sign of advancing age but I’ve been busy searching for
another reason because I’m still so young…

Talking about being busy, a lot of things have happened this year.
So, a year is a long time, after all, and this one was full of incidents.
・Trump became president of the USA
・Catherine, Duchess of Cambridge, got pregnant with her third child
・North Korea has been intensifying the ICBM tests. They fired several
missiles over Japan.
・Princess Mako, the Japanese Emperor’s grand-daughter, got engaged
・IS () lost its territory
While a year is so long that you can’t remember when such events happen
during the year, for some reason one year ends on 31 December and the
next year starts on 1 January. But nothing really changes.
I’ll definitely bear this in mind when I set myself new targets next year.

What kind of year did you have?

And now, let’s turn to Vol. 104 of the ISOWA NEWS LETTER.
We hope you like this edition.

ISOWA’s Heartfelt Proposals

Hello, everyone. I am Nagisa Inui of the Osaka Domestic Sales Department.
This ISOWA NEWS LETTER introduces the thoughts of a service technician
who deliver “heartfelt proposals” to our customers.

We hold a monthly morning assembly at ISOWA every month where the
corporate policy and hot topics are shared with all employees. Of course,
it’s broadcast live over the Internet so that people in other can share the information at the same time.
One monthly morning assembly introduced an email exchange between
our company president, Mr. Isowa (hereinafter called “President”), and
service technician A.

It’s the story about how A rushed to the site to replace parts and restore
production very quickly after getting a panicked message from a customer
in the middle of the night that a machine had broken down and production
had stopped.
After our president sent a mail of appreciation to A, he received a surprising reply.

Their email communication is shown below.

— — — — — — — — — — — — — — — — — — — — — — — — —
– — — — — — — — — — — — —

Email from President to A

 Dear A
Many thanks for going out to visit a customer in the middle of the night.
Thanks for your hard work.
I apologize for the inconvenience to your family.
Please investigate the cause of the problem so we can achieve “ISOWA keeps
you going – always on the go” and reduce such situations in the future.

— — — — — — — — — — — — — — — — — — — — — — — — —
– — — — — — — — — — — — —

Reply from A to President

 Dear Mr. Isowa,
Good morning.
Thank you for your concerns but I finished the job without any injuries
and without any problems.
I handled this problem after the customer trusted me enough to contact me directly.
I was delighted that the customer asked me to handle the situation and I felt very
grateful, even though it was the middle of the night.
Through such incidents, customers give me my motivation to work.
I try to meet all expectations and make sound repairs.
I then make ” proposals” to avoid stoppages and prevent the same
problem from happening again.
*Sorry to sound so enthusiastic in the morning…

I have realized that making our customers happy in the end leads to making
my family happy. “YOH” (stands for Yorokonde Okane wo Harrate itadakeru,
a coined word used in ISOWA), which means having the customer feel pleased
to pay money, might sometime allow my lovely wife to “YOH” (stands for Yorokonde
Okozukai wo Huyasu), which means willingly raise my allowance due to a pay rise. 🙂

— — — — — — — — — — — — — — — — — — — — — — — — —
– — — — — — — — — — — — —

That’s how the mail communication went.
The president was impressed by two things he saw in the reply from A.

The first was the phrase “heartfelt proposal.”
He was impressed because no one could come up with the phrase
“heartfelt proposal” without great regard for the customer. Only someone
who worked every day with full awareness of ISOWA’s corporate philosophy of
“Creating a company with the best corporate culture in the world that makes us
and our families happy” could come up with a phrase like this.

The second thing that impressed the president was that making the customer
happy with these “heartfelt proposals” results in the customer paying money and
this money is linked to the happiness of his family. The image of his precious wife
raising his allowance also paints a picture.
These were the two things that moved our company president.

When I heard this story, it made me want to work harder to live this philosophy myself.
I asked A why he thinks like he does.

— — — — — — — — — — — — — — — — — — — — — — — — —
— — — — — — — — — — — — —

Even though there was a problem to face, I was delighted when the customer
trusted me enough to contact me and just headed off to the customer’s premises.
I always talk with the customer, as I don’t want my proposals to simply end up as
proposals. So I didn’t think hard about the term “heartfelt proposal,” that is, as
proposal to prevent stoppages; it just came out naturally.

Why does ISOWA make proposals to customers?

ISOWA aims to please its customers by allowing their machines to work as
planned, without stoppages.
Winning an order by informing the customer about this aim is the real thrill of
service work. Hearing from the customer that their productivity increased,
they can use the machine with confidence, or that they are glad they followed
ISOWA’s proposal makes me very happy and blessed in my work.

If the customer experiences no stoppages and can work according to their
production plan because they took ISOWA’s proposal on board, it leads to
also avoiding stoppages at the end user.
I was also delighted that our company president cares about my family.
I’ll continue to embody the philosophy of “ISOWA keeps you going – always
on the go!” and work for the happiness of my beloved family.

— — — — — — — — — — — — — — — — — — — — — — — — —
— — — — — — — — — — — — —

After hearing about A’s enthusiastic attitude, I asked his boss, T, a person
in charge of the about his thoughts.

— — — — — — — — — — — — — — — — — — — — — — — — —
— — — — — — — — — — — — —

A has linked proposals to prevent stoppages to “heartfelt proposals,” and
instead ofsimply making proposals, he makes proposals that lead to customer
satisfaction.I am pleased that A works every day thinking from the customer’s
point of view about how to achieve “ISOWA keeps you going – always on the go!”

If feel that other staff members, too, are increasingly thinking like A when they deal
with customers.

A “heartfelt proposal” raises the customer’s awareness about preventing stoppages.
If they don’t get it, stoppages won’t be prevented. I hope we will continue to make
“heartfelt proposals” that lead to customer satisfaction.

ISOWA will continue to make “heartfelt proposals” to prevent stoppages.

— — — — — — — — — — — — — — — — — — — — — — — — —
— — — — — — — — — — — — —

So, what do you think?
Making the customer happy, so that the customer pays money, and this makes
your own family happy is just like the ‘Sanpo-yoshi’ (‘good in three directions’)
principle of old Japanese merchant (from Omi province) culture. (‘Sanpo-yoshi’
means that commerce should not only benefit the buyer and the seller but also
society as a whole.)
ISOWA will continue to work according to the ISOWA behavioral guidelines to
look after all three parties: the seller (ISOWA), the buyer (customer), and society
as a whole (family).
With the catch cries of “Take the Initiative,” “Extend a hand,” and “Brighten the
atmosphere” in our hearts, we work through speed and dialog to increase the
“heartfelt proposals to the customer” according to the slogan “ISOWA keeps you going –
always on the go!”
We ISOWA people should work together to deepen our love of our families.
Thank you very much.

ISOWA America Keeps Evolving
From President Isowa’s Blog, ISOWA DIARY

Ron, the president of ISOWA America(IA), visited our headquarter in Japan for the annual shareholder meeting.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–

Vol.103:Introducing the Training System for New ISOWA Employees

2017/11    Vol.103

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ Introducing the Training System for New ISOWA Employees
2├ Assembly Donation from President Isowa’s Blog, ISOWA DIARY

I am Tomonori Matsumura from the Overseas Service Department.
What do you think the manners of car drivers are like in your country? Good or bad?
I commute to ISOWA by train. The road from the nearest station to my company is
extremely narrow and cars slow down a lot when they pass each other. But this is the
suburbs and there are no sidewalks. Even if I walk right on the edge of the road,
it’s quite scary when cars come up from behind or pass by to the side. If it’s raining
and puddles form, water sprays up from passing cars and often splashes onto
the shoes and clothes of pedestrians.

The national character of the Japanese people is to basically follow the traffic rules.
But when it rains or snows, few drivers are aware of pedestrians and I feel that
they still don’t think enough about other people. No matter what they are driving or
what their situation is, it’d be good if they would put themselves in the position of other
people and show more consideration. So, what’s it like in your country?

And now, let’s turn to Vol. 103 of the ISOWA NEWS LETTER.
We hope you like this edition.

Introducing the Training System for New ISOWA Employees

Hi, I am Shingo Saegusa from the Tokyo Domestic Sales Office.
In no time at all, seven months have passed since the start of the new financial year.
All the new employees who joined the company in April have finished their training period
and have now been assigned to various departments for four months.
When I visit customers, I often hear that they say things like, “I have no idea how to
train our new employees” or “We have no training system and haven’t created an
environment that makes it easy to foster new employees.”
After repeated trial and error with training, we still enter April every year discussing
how we can teach new employees basic knowledge and manners required
for professionals and how to get them to learn their jobs quickly.
In this ISOWA NEWS LETTER, we’ll introduce some parts of the ISOWA training system
for new employees. I’ll be happy if it is a useful reference for you.


1) New employee training process

1. The human resources manager suggests the timing for the various departments
to accept the new employees.
2. The department managers select the personnel responsible for new employee
training and discuss the content of the training. The people in charge meet to decide
the actual contents of the training.
3. Safety education and safety lectures are conducted in each department before
training starts.
4. Job rotation is performed to rotate the trainees through all departments.

2) New employee training in each department

◎Assembly Department, Machining Department
The Assembly and Machining Dojo (*) is a place where trainees repeatedly perform
tasks with due consideration of safety to learn skills and expertise. There, the trainees
thoroughly focus on mastering the basic foundations and learn enough knowledge and
skills to handle unexpected work occurring at an installation site to a certain level,
even if they are not assigned to the Assembly Department or Machining Department.

(*) The Assembly and Machining Dojo is a booth in the corner of the factory where
experienced staff offer guidance to new employees on assembly and machining.

The Assembly Department concentrates on practical training on basics such as
hole boring and tapping in sheet steel and castings, installing grease and other pipes,
and drill bit sharpening.
The Machining Department teaches basics such as machining on a lathe,
the differences in machined surfaces due to different tool tip shapes,
and how to read engineering drawings.

◎Sales Department
Teaches basic knowledge about the corrugator, flexo folder gluer machine, and
corrugated paper industries from the viewpoint of currently active sales team.
As some things are difficult to understand or visualize through classroom
learning alone, the trainees visit customers’ factories to experience
corrugated paper manufacturing machines.
The sound, heat, and physical length of an actual corrugated paper manufacturing
machine provide a good stimulus to new employees.
As a sales team has to create quotes and other documents, the trainees learn how
to read such documents and acquire the appropriate mental attitude of a sales team.
On the final day of training in the Sales Department, the trainees give a presentation on
what they learned during the training and on one model of corrugator or flexo folder gluer.

◎Engineering Department
The major training topic in the Engineering Department is to experience a series of
tasks to modify existing machines or add elements to them. A tabletop single facer
is used for this training.
As the name suggests, a tabletop single facer is like a small and simple model
that can sit on a table and show the structure of single faced web.
The topic of the training is to think about the mechanisms and elements that can be added
to the tabletop single facer.
New employees this year considered the following two mechanisms and created
conceptual drawings and assembly drawings for them:
1) Adding a glue roll and pressure roll to the tabletop single facer; and
2) Opening the curtain that works according to the operation of the tabletop
single facer to illuminate the ISOWA logo.
This training was attempted this year for the first time.
When training on the structure of machines is complete, the trainees learn about
adhering corrugated paper.
They are introduced to the pin adhesion tester for measuring the strength
of corrugated paper. They stick single faced web and liners together with
various types of glue and then test and study their comparative strengths.
After all the training is complete, they observe various machines in our factory.
They also get to experience operating a flexo folder gluer and replacing the printing plates.

◎Electrical Engineering Department
Teaches the role of electrical engineering in ISOWA and details about the work.
Electricity is an invisible form of energy that is all around us. Trainees learn that
this energy can be a killer when it is handled incorrectly and they have to pay close
attention to conducting parts. Tools are required to install a machine, so they learn
how to use nippers, wire strippers, screwdrivers, and crimpers.
As an understanding of electrical diagrams is required to work with electricity,
the trainees learn about switches, relay coils and contacts, and lamps while observing
electrical drawings.

The topic of the training is a circuit that turns on a lamp while the ON button is pressed.
The new employees tackle the problems below to understand how the circuit works.

【Problem 1】
Draw a diagram of the following circuit.
The lamp remains on when the ON button is released.
The lamp turns off when the OFF button is pressed.
Using a timer, the lamp turns on automatically 3 seconds after the ON button is pressed.
【Problem 2】
Make the hardware for Problem 1.
【Problem 3】
Make the software for Problem 2.
Using this circuit, the trainees learn basic electrical knowledge while creating the software.

◎Purchasing Department
Considering the actual work flow and focusing mainly on each role, trainees are taught
the appropriate business manners as professionals through negotiation and
communication with business partners based on the fundamentals of
Q (quality), C (cost), D (delivery).

◎Administration Department
This department is divided into four fields: HR, Accounting, Cost, and Systems.
The trainees are taught how to write various forms and salary statements and
they learn how accounting and cost accounting works. To enhance their awareness
of security, they receive knowledge about virus threats such as ransomware and
information leaks and a description of the ISOWA security policy. At the same time,
they learn how to write business mail and how to use Excel.

The administration training comes at the end of the training period. So that the trainees
can understand the tasks that they learned in the other departments as an overall work
flow through ISOWA, they revise what they learned while considering the flow of forms
through the company, how the in-house systems work, and relationships to the
Administration Department.

I hope you gained a little understanding of the training system at ISOWA.
Actually, it is only recently that this type of training system has been implemented
in our company.

I’d be delighted to hear about any interesting training ideas at your company or
about any training that led to faster nurturing of new employees.

Let one of our sales team know if you have any issues with new employee training.
We’ll be happy to help as much as we can with this, even if it is not related to
manufacture or machines.

Assembly Donation
From President Isowa’s Blog, ISOWA DIARY

When I visited a customer last month, I found something at the entrance.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–

Vol.102:2017 Introducing our New Employees Part 2/2

2017/10    Vol.102

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ 2017 Introducing our New Employees Part 2/2
2├ Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –
3├ 51% : 49% from President Isowa’s Blog, ISOWA DIARY

I have a question for everyone.

Is Japan an island nation, or a mountain nation?
Both answers are correct.
Japan’s land is 61% mountainous, and if you count hilly areas, it is 72% mountainous.
So, no matter where you live, you’ll always be able to see mountains somewhere, and
there is no flat horizon. The amazing thing about Japan’s mountains is that below
the tree line (2500m), most mountains are totally green, and you rarely see a brown,
treeless mountain.

Trekking activities for health through mountainous areas, forests, and
pastoral landscapes are very popular, and it is best to go particularly around
October and November when the autumn leaves change color. If you’re lucky,
you might find some chestnuts or walnuts on the ground which you can pick up
and take home. This is Nagai from Overseas Service Department, who is
starting to think about killing two birds with one stone by planning a pastoral trek
to get some chestnuts for that seasonal favorite, chestnut rice.

And now, let’s turn to Vol. 102 of the ISOWA NEWS LETTER.
We hope you like this edition.

2017 Introducing our New Employees Part 2/2

Continuing from our previous newsletter, here are some more new employees
talking about why they chose ISOWA and the resolutions they have made
for themselves through their training.

When I was in my second year of high school, I happened to spot a job
posting of ISOWA, and I learned that ISOWA’s corporate is
to “create a company with the best corporate culture in the world.” I was
intrigued, and I wanted to know, “What is this company actually doing to make
its corporate culture the best in the world?” As I was researching about ISOWA,
I began to agree with this corporate philosophy, and I began to want to work
for ISOWA, so I joined the company.

Something has changed with my current lifestyle in comparison
to my student days.

When I was a student, I left a lot of things up to my parents, But after
I began working, I began to do everything for myself in preparation for when
I will begin to live on my own next year.

Just like the senior members, I want to be motivated in my work, be proactive,
not fear mistakes, and above all, I want to be an ISOWA person who is willing
to try anything.

When I was in my second year of high school, I participated in the internship
program, and that was when I first learned of ISOWA. My first impression was
that the interior of the factory was very clean and tidy, and it felt very bright.
I felt like I could spend the rest of my life working here, and I decided I wanted
to join the company.

Since April, I’ve been training in each department, and no matter what
department I go to, everyone teaches me very kindly. I’m full of gratitude
to everyone. I know that everything I learn during my training will be useful
to me on the job, so I’m trying hard to absorb all the techniques and knowledge.

Just like the corporate philosophy, I want to devote each day
to becoming a proper ISOWA person who can

Every year, some seniors at my school get jobs at ISOWA, and I found out about it
because my teacher thought the corporate culture would suit me. In fact,
a senior student who helped me a lot during school also joined ISOWA and
recommended it to me. I also personally took an interest in ISOWA, and when I
learned about the company and its corporate culture, I decided I wanted to work here.

There are a lot of techniques that I didn’t learn when I was in high school,
and there is a lot I still don’t understand, but the senior members guide me
during my training. The more I learn, the more fun my work becomes. I want to
keep on actively trying new things, improve my skills, and make good use of
my new abilities.

When I was looking for a job, I wanted to find a company that placed
importance on something more than just working, and I wanted to work in
manufacturing somehow. When I found out about ISOWA at the job information
session on campus, I knew it was the perfect match.
As soon as I found out about ISOWA, I had no doubt in my mind, and I pursued work
with the company immediately.

During training, every day passes in the blink of an eye. I learn so much
and I’m really feeling fulfilled.

When I was a student, I didn’t really understand how companies worked,
but through my training at many different departments, I’m learning about
the connections between departments in a very concrete way, and now I understand
much more.

My goal is to be able to work in a way that shows thoughtfulness towards
everyone involved with ISOWA.

In order to do so, I won’t limit myself to just objects and actions, but
I’ll stand in the shoes of the other person and consider their perspective.
I also want to remember to always question things. This means I want to
not only question things on my own, but I also want to develop the habit of
thinking critically about what I am taught.

So what do you think?
Perhaps you’ve gotten a sense of the fresh thinking coming from the new employees.

Our company training involves going around to each department
in order to understand how the departments are connected and
learn about the work involved. After this assignment, they continue training
in their own departments.

In the next newsletter, there will be an article about the training that
new employees undergo from April to July.

Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –

ISOWA forges ahead to become the company with the best corporate
culture in the world.
We have created the ISOWA VISION BOOK to introduce the success story
of ISOWA to people who do not know our company.
We will present the contents of the VISION BOOK.

We can rely on each other only because each one of us is independent.

“There are so many reliable fellow workers. We work with engineering staff very closely.
“For example, I talk to them whenever I want to make sure about the size of the
broken parts, or I ask them before I go to the client’s plant ‘Can you suggest other
kinds of trouble I might experience while doing this kind of repair?’
I sometimes visit a client with them.” (Adachi)

Everyone is engaged in multiple tasks, so we’re very busy. But they will sincerely
consult with fellow workers whenever they are asked their advice or opinions.
Such an attitude helps create a friendly atmosphere that goes beyond
the distinctions of company section or of rank or seniority.

I often ask for consultation to senior staff from different department and
my supervisors, and they ask for my opinion just as often. It is a great opportunity
for me to build confidence when I am asked like that. When we deal with our customers,
everyone is ready to contribute, no matter which department we belong to.
We all get involved in creating a good working environment.
That is ISOWA’s corporate culture, which I really like and am very proud of.” (Adachi)

Adachi seems so proud when he talks about ISOWA. It is evident that
his confidence and pride comes from how deeply he is committed to ISOWA’s future.

Adachi’s office is in Osaka, and whenever he comes to the headquarters,
many of his coworkers jump at the opportunity and say, “Tell us about
your most recent repair tasks” or “What kind of problems have been you fixing lately?”
Exchanging new information is an important part of his job.

51% : 49%
From President Isowa’s Blog, ISOWA DIARY

Prior to the Golden Week shipments, we had many foreign customers over for the pre-shipment acceptance and machine demo.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)
——————Copyright(C) 2009-2017 ISOWA Corporation—————–

Vol.101 2017 Introducing our New Employees Part 1/2

2017/9    Vol.101

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ 2017 Introducing our New Employees Part 1/2
2├ Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –
3├ With all respect and appreciation from President Isowa’s Blog, ISOWA DIARY

Hello! This is Hirofumi Ogura from the Export Department.

We are coming to the end of a hot summer. How has everyone spent their summer holidays?

If you spend your next holiday in Japan, I’ve got just the place for you to stay.
It’s a very unique hotel, called “Henn-na Hotel,” which means “Strange Hotel.”

You may ask what is so unique about this hotel.
Well, It uses the most advanced technology to offer excitement and comfort
at the world’s first robot hotel. Yes, it’s a robot hotel!

I’ll explain a bit more about this “Henn-na Hotel.”

The first thing you’ll notice when you enter this hotel is the robot cloakroom.
Before checking in and after checking out, a robot will take care of your bags.

There is no one at the front desk when you check in.
A robot with a female human form and a robot in dinosaur form operate the front desk.
After check-in, a robot car bellboy will carry your bags and show you to your room.

Don’t you feel excited at the prospect of staying at such a unique hotel?
I think that anyone who stays in this hotel must feel as though they’ve travelled
through time to the future. I’m sure a stay there would make wonderful memories.

If you ever have the opportunity to visit Japan, do consider staying there.

And now, let’s turn to Vol. 101 of the ISOWA NEWS LETTER.
We hope you like this edition.

2017 Introducing our New Employees Part 1/2

This is Kiyoto Nakai from the Nagoya Domestic Sales Office.

Already six months have passed since we began the new fiscal year.
At this time of year, I imagine the new employees who have entered the company
with hearts full of ambition are currently struggling.

The other day, I happened to go to a car dealership and the salesman who took
care of me was clearly a new employee. Together, with a more experienced salesman,
he told me about the cars and provided me an estimate. I wasn’t planning on
buying a car, but I listened to his pitch, and his desperate efforts to “communicate
the good qualities of the car” came through to me, and though I’ve been in sales
for 14 years now, this was actually a good lesson for me, reminding me that I should
try to retain such beginner’s spirit when I work.

Meanwhile, this year we have welcomed eight ambitious new employees to the company.

In this newsletter and the next, we will bring you the reasons why
our new employees chose ISOWA, the resolutions they have made for themselves
through their training, and so on.


There are two major reasons why I chose ISOWA. The first reason is that
it perfectly fits my key conditions in choosing a company. The second reason is
that I was drawn to the warmth of ISOWA people. During my interview, the employees
saw how nervous I was and they chatted with me to help me feel better, and talked to me
in a very considerate way, which made a big impression on me that stays with me now.

Every day passes in the blink of an eye.
The senior members around me are truly kind, and I look up to them all.
Every day I’m so inspired by them. In the future, when I get some
seniority and new employees enter the company, I want to be a senior employee
that younger employees can think, “I want to be like that when I’m a senior member.”


The main reasons I decided to join ISOWA were the bright and kind personalities
of the ISOWA people. I came to the company many times during my internship and
the selection process, and everyone always struck up casual conversations with me
and showed consideration for me, This made me so happy and I thought I’d really
like to work surrounded by people like that.

Currently, I’m in training and I’m spending time in a lot of different departments,
but the impression I had before I joined the company hasn’t changed. The people I meet
in every department are all really good people, and I’m having fun as I learn every day.
Every time I talk with my friends who have gotten hired by other companies, I realize
how lucky I am to have bosses and senior members whom I can talk to about both
serious and casual things, and I don’t take it for granted at all.

No matter what department I go to, I always meet people who I admire and respect,
and these people have become role models for me. I’m going to keep absorbing all kinds
of things so I can become even a little more like the senior members of the company.
I am going to work so that someday someone will look up to me as an ISOWA person!


I began to develop an interest in ISOWA when I spoke to an older acquaintance
who was already working here. That person asked me, “What do you value when
choosing the company you want to join?” For me, I thought that being able to grow
as a person while working at a company was the most important thing. I couldn’t
imagine myself becoming merely a cog in a machine, just getting my work done every day.
I thought about what it meant for me to be able to work at a company that would
allow me to grow. I came up with three points.

The first point was an environment conducive to growth.
At ISOWA, there is a concept of “working for yourself and the family that you love.”
Thanks to this shared philosophy, everyone respects each other’s hard work.
In this environment, people don’t hold each other back, and I thought that if I can
give it my all, I’ll be able to grow as a person while I’m here.

The second point was the good corporate culture.
I think that the corporate culture is the reason why everyone working at ISOWA
is able to work so freely. If you have a question about something and aren’t able to
ask about it immediately, you’ll continue to be left in the dark, and you won’t be able
to grow. But at ISOWA, there are connections between generations and departments,
so if you have a question about something, it’s possible to resolve it properly.
This good corporate culture makes it a place where people can grow.

The third point is a climate where people can try new things.
At other companies, they think that trying new things results in more expenses.
However, thanks to the efforts of employees who came before me at ISOWA,
the company has a climate where many people have positive things to say when
someone starts something new. I think that trying new things is an essential part
of growth. Therefore, I confirmed that there is no better company for personal growth
than ISOWA, and I began my job hunt with ISOWA as my top choice.
Happily, I was able to join ISOWA, the company that I love.

During my training, I’m encountering so many new things, and I often feel lost, but
I’m so glad that all the other employees are so kind and explain things in a way
that is easy to understand. I will definitely make use of my experiences, and I will
continue to do my best!


During the orientation at ISOWA, I heard the words, “What is happiness to you?”
and I was able to look back over my own life and realize that I was very blessed
with the people I’ve been connected to throughout my life.
Up to recently, I spent my whole life playing soccer, so I had hard times such as when
I had to take long breaks due to injury, or during the many grueling training sessions,
and I know now that it was the support of my friends and teachers that helped me
overcome these tough experiences. That’s why I put “people” and “connections
between people” as the focus of my job hunt.

During the selection process with ISOWA, I was attracted by the warmth and
kindness of ISOWA people, and the passionate way they approach their work.
Other companies didn’t even come close to the level of kindness everyone
showed me here. This made me want to work together with the people I met,
and to work to become a similar type of person. This strong desire was the reason
I chose ISOWA.

As I move around to all the departments during my training, I’ve gradually
grown to understand the workflow, and develop knowledge about machines
and parts. While every day is very full, I’ve also come to know how much I still
have left to learn. I’m going to keep learning and work on solving my personal
challenges so that I can become an ideal ISOWA person.

To be continued in the next newsletter…

Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –

ISOWA forges ahead to become the company with the best corporate
culture in the world.
We have created the ISOWA VISION BOOK to introduce the success story
of ISOWA to people who do not know our company.
We will present the contents of the VISION BOOK.

Maintenance staff are privileged to hear certain things the clients say.

“Fixing machines is the most basic job of the maintenance crew.” (Adachi)
Adachi visits clients quite frequently. It’s not just for mechanical breakdowns,
but he also makes regular rounds. Through such frequent visits, he has built
a good relationship with his clients, including those in smaller cities outside
the main metropolitan areas.

“When I visit local clients, sometimes it takes two days. In such a case,
I often get invited to dine with them the first night. My motto is to work happily,
as it may dampen my client’s feelings if I look grumpy. Therefore, I try to look happy
and full of energy when I’m working with my clients. This attitude may help them to talk
freely with me.” (Adachi)

Since he is a maintenance staff-member who helps solve problems for the clients,
the clients tend to be more open with him.
“My clients truly feel relieved and happy when I can fix their problems quickly.
Their trust deepens and we become more like friends. Then they may give me
more honest comments regarding the machine. They may say, “I also want this
other part fixed,” or “Can such and such functionality be incorporated to the machine?”
That kind of feedback could help us develop more advanced new products.” (Adachi)

Two years ago, when his child was born, Adachi received a gift of baby clothing
from one of his clients. This wonderful gift is a sign of the client’s trust.

Every member of the engineering staff is provided with a personal toolbox.
Though it looks small, it contains many tools.

With all respect and appreciation
From President Isowa’s Blog, ISOWA DIARY

A few weeks ago, my uncle who is the former-president of ISOWA passed away.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–

Vol.100 Efforts to Reduce Overtime

2017/8    Vol.100

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ Efforts to Reduce Overtime
2├ Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –
3├ Freshmen at ISOWA from President Isowa’s Blog, ISOWA DIARY

Hello everybody!

My name is Andre Fazzolari and I am the South American sales agent for Isowa America.
I feel like we have reached 100 issue of our Newsletter faster than any of
our flexos change orders.

It is amazing how we stop to think at remarkable numbers…
my mind either cannot escape from this remarkable number and it is difficult to
think about different topics for these opening words. Does the same thing happen
to you, like: a 25th anniversary, 1st century, etc.?
After days considering what to bring you, I surrender for the numbers and decided
to research about it.
Took a time to think what other 100’s were remarkable for me…
What we could do in 100 days, months, years?
Found we have been sharing our news thought our Newsletter for more than 8 years, we
successfully installed over 100 IBIS and Falcons combined (actually more than 140).
Also, found innumerous articles about: 100-day diets, 100-month money investments
all related to goals after 100’s.
I personally don’t have any goals based on 100’s, but on other measurements
methods, how about you?
I feel honored to join these opening words and hope to be
around for the next 100 issues…

And now, let’s turn to Vol. 100 of the ISOWA NEWS LETTER.
We hope you like this edition.

Efforts to Reduce Overtime

Hello everyone, I am Syunpei Inagaki from the Tokyo Domestic Sales Office.

Lately, it seems the topic of overtime is on the news a lot.

Here at ISOWA as well, we are making a company-wide efforts to face
the issue of overtime head-on, undertaking a variety of measures to reduce
overtime and improving to work efficiency.

Take a look at some of our previously published articles
regarding these efforts.


The topic for this edition of the ISOWA NEWS LETTER is “No Overtime Day.”
Nowadays, this has become a company-wide effort, with every Wednesday as
the day everyone goes home on schedule. More and more companies designate
a single day of the week as the day everyone goes home on schedule, but for
many I imagine it is nothing more than a façade. To be honest, until recently
ISOWA was the same way…

Two years ago, when I was a new employee, there was no particular mood that
suggested we should leave on time, and I don’t think anyone was really
thinking about it.

But now, things are different. Every Wednesday, at the end of the workday,
most employees leave on time and enjoy their after-five time.
The reason why “No Overtime Day” managed to get established is because there was
a company-wide effort to confront overtime, and that made it happen..
Implementing No Overtime Day doesn’t just reduce overtime hours, but it also
connects to better productivity when everyone thinks about what they need to do
in order to go home on time.

In this issue, I’m going to go into more details about “No Overtime Day.”

◇        ◇        ◇
I. No Overtime Day Announcements

・E-mails Sent from the Union
Since last year, the union has been sending out announcements in order to
establish No Overtime Day at ISOWA. Every Wednesday, a person from the union
sends an e-mail out that informs everyone that it is No Overtime Day, and
encourages everyone to leave on time when the workday is done.
When these announcements began, it was often the e-mail that reminded me
that No Overtime Day was upon us…

・Company-wide Announcements
In addition to the e-mails, there is also a PA announcement made by company
staff directly before the end of the work day. A different employee makes
the announcement each time, and it’s fun to think about who will be making
the announcement on each day (ha ha).

・Billboard Installation
Every Wednesday, a billboard that says “Today is No Overtime Day” is
installed at the entrance of the company. People are made aware that it is
No Overtime Day directly before they begin work, and they are able to start
the morning making plans to get everything done so they can go home on time.

II. E-mail Announcements from Management

In addition to the e-mail announcements sent out from the union
as mentioned above, there are other e-mails that go out on
No Overtime Day. They are e-mails from our management. They simply encourage
everyone to leave the office on time, but each one has a very unique writing style and
I always enjoy reading them. If members of the management take the
initiatives and express their understanding, and take action to leave work
on time at the end of the day, then their subordinates will be able to
leave work on time as well without any guilty feelings. I think it is hard
to get a sense for this with my explanation alone, so I’ll introduce some of
the actual e-mails that are sent out!

■Corrugating Roll Section / Machining Department   Mr. E

― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
Today is Wednesday
― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
(opening greeting redacted)

I think that most people know that I’m in in the Corrugating
Roll Section, but in fact, since this fiscal year I’m also a member of the
Machining Department.

I noticed a lot of things since I came to Machining department, and one was the
chronic overtime.
This was the backdrop for the start of “Wednesday No Overtime Day!”

At first, the Machining Department members didn’t want to go home.
In some ways they’re very serious and were speaking out about
“What about our delivery schedule?” and “What about our progress?”
That’s when we started making the rounds before the end of the day.
In the morning, we’d start saying, “put your machines on automatic
and go home on time,” and make our rounds on the floor while
putting on a bit of a scary face. The first time, we partly forced
them to shut it down (ha ha).

But now it’s well-established, and we decide which parts to machine
automatically at night, and take even more care to see
what those around us are up to.
(Honestly, that’s what I’m most happy about.)

As a side note, I’m currently on a business trip to Thailand.
(closing greeting redacted)

This was an e-mail message from Thailand! Even though there’s a time difference
between here and Thailand, he wrote an announcement for No Overtime Day…
This e-mail really shows how serious everyone is about this effort.
Also, as he said, what he’s “most happy about” has spread to the entire company,
where there’s a good pressure for everyone to care more about one another.

Here’s another example of a No Overtime Day e-mail…

■Tokyo Domestic Sales Section Mr. S

― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
The phrase, “No Overtime Day” could become obsolete?
― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
(opening greeting redacted)

Today is Wednesday. Yes, it’s No Overtime Day.

Personally, I feel like the phrase “No Overtime Day” is already
rather old. What I mean by this, is this idea of a “special day for not
doing overtime” should really change to “never do overtime” and
I think many people feel the same way…

I checked online and found that other people were thinking the same thing (ha ha).

“No Overtime Day is Behind the Times”
In an interview, the person in charge of a certain company told me,
“No Overtime Day itself is already behind the times.” We shouldn’t
choose one day of the week not to have overtime, but rather we should
leave the office on time every day. If we can continue to innovate
our way of working, and have more days each week where we don’t do
overtime, this could connect to more active consumerism.

Surely, surely.
I find myself thinking this time might come.

(closing greeting redacted)

― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
These thoughts that go beyond No Overtime Day are sent out to the whole company,
and I think there were many employees who nodded and said, “surely, surely”
as well. I was one of them! This e-mail allowed me to have a perspective
that we won’t settle for just “No Overtime Day” and one day we’ll have
“Never Overtime.”

A slightly different point of view…

■Electrical Engineering Department Mr. O

― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―
How can we prevent heatstroke?
― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―

(opening greeting redacted)

Today is No Overtime Day.

For everyone who is observing the installation work over the mid-August
Obon holiday season, I think it is going to be very difficult, but
I hope you can cooperate at least in spirit.

I would like to address the topic of heatstroke for everyone
busy observing the installation work over the Mid-August Obon holiday

This was in the news as well, but the number of people who
had to be taken away in an ambulance due to heatstroke reached
5500 to 7000 people in one week. A lot of people are developing
heatstroke and having to be taken to hospital.
(It’s an even harsher environment inside the factories of our customers.)

One way to prevent heatstroke is to drink water, but simply
drinking water can result in a salt deficiency, so sports drinks
are best… or so I believed.

However, the latest news (?) says that ume-kobu tea (kelp tea with plum)
or miso soup is better, or so I heard from someone.
This is because it contains less sugar, but allows consumption of necessary
minerals and salts all at once. This is just one example, but please consider
it as reference. (Please do your own research … I am really no expert,

The heat and exhaustion can rob us of our strength, make us get sick, and
cause us to be easily distracted… During these times, we must have even more
safety awareness than ever.

Focus your concentration when you work, and drink some water and
rest your body and mind when you take a break. Be sure to make a clear
distinction between the two.

Then, go home safely and in good health to your families.
Thank you.

― ― ― ― ― ― ― ― ― ― ― ― ― ― ― ―

This No Overtime Day message was sent out when the machine installations
were happening during the mid-August Obon holiday season, with thoughts
of the employees, and information that they may find useful. Some e-mails
are like this, like an interesting magazine article with information that fits the
season. It can sometimes be a perfect way to take a break (ha ha).

III. Employee Interview

How have the lifestyles of the employees changed as No Overtime Day has
gotten established? Here are some actual interviews with employees.

■Electrical Engineering Department Mr. M

◎ Time with Family
Since No Overtime Day has gotten established, I’ve been able to spend
more time with my wife. Shared awareness that we both go home on time on
Wednesdays has developed between us, and now every week we go out
for dinner, go shopping, or otherwise spend time out with just the two of us.
We just got married last year, so I’m happy that we can spend more time together.
We are not able to see each other much during large consecutive
holidays, so I hope we can compensate at least a little on weekdays.

■Tokyo Domestic Sales Section Mr. S

◎ My Own Personal Growth
I’ve always been interested in languages, and I wanted to go to a
language school to study. But it was hard for me to take weekday classes
and I never took the first step. Thanks to No Overtime Day, I revised my work,
I was able to leave work on time and attend class at a language school,
where I’m now able to spend time on something that interests me.
Now that I’m able to spend time doing something I like on a weekday, I am better
able to separate when I’m on and off work.
Through improving my work efficiency, I hope to go home earlier on other days,
not just on No Overtime Day, and spend more time doing things I like to do.

■Engineering Group  Mr. Y

◎ Fulfilling Hobbies
No Overtime Day has gotten well-established, and I try even harder
than usual to prioritize my work and leave the office on time.
Every week I excitedly think about what I’ll do on Wednesday.
On Wednesdays after I finish work on time, I sometimes see friends who
aren’t always available on my days off and we do something together or
have drinks, or sometimes I have drinks with my colleagues, or I’ll try
cooking at home which is something I don’t usually do. Lately, I’ve
been thinking I want to (really I ought to) find a hobby like reading or
sports to fill my time. While I’m grateful about the No Overtime Day effort,
I’m dissatisfied with my current situation and I’d like to bring more value
to my work while also increasing the days I can go home on time, so I’m going
to keep working towards that.

Everyone seems to be enjoying their time after work in their own ways:
spending time with family, self-development, or socializing with friends.
For me, every Wednesday is “cooking at home day” and I make sure my kitchen
doesn’t fall into disuse.

◇        ◇        ◇

In these ways, the whole company has come together to achieve a fully
established No Overtime Day. Naturally, this is a result of the effort
each employee put into being aware of No Overtime Day, revising their
own work, and improving themselves. I feel as though we have gotten
one more step closer to achieving the philosophy of “Working to make us
and our families happy.” This effort began in earnest last year, and I
gained an understanding of the importance and significance of after-hours
time for employees. In this way, I want to work towards working more efficiently and reducing overtime, so that No Overtime Day becomes behind the times,
and it’s considered common sense (!!??) to go home on time.

Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –

ISOWA forges ahead to become the company with the best corporate
culture in the world.
We have created the ISOWA VISION BOOK to introduce the success story
of ISOWA to people who do not know our company.
We will present the contents of the VISION BOOK.

Maintenance staff are supposed to fix machines,
but they should not to be limited to just that.

It is almost impossible to create an absolutely unbreakable machine.
That is more true for highly complicated machines such as Ibis. For cardboard box manufacturers, the jamming of production machines
means revenue stops flowing in. Any delay in the repair work may cause
great damage to a client’s faith in ISOWA.
Here is what Adachi has to say – he’s in charge of maintaining the machine’s
best working condition after the machine has been installed at the site.
(Tsuyoshi Adachi joined ISOWA in 2009.)

The most important tool for my job could be my cellphone.

“I have my cellphone with me all the time because there’s no telling
when my clients might call.” (Adachi)

He receives more than 10 calls on a busy day from clients, including
simple inquires. When he receives a repair request from a client,
he immediately prepares the necessary parts accordingly.
Then he hops in his car and drives to the client’s facility.
He tries to collect as much information as possible about the trouble
during the call with the client, although in many cases it’s not enough.(Adachi)

Some troubles can be fixed in a day, but some take a couple of days.
More than once I had to deal with a machine that just adamantly
refused to work. “It was in my first year, and everything I did went
wrong. The trouble seemed beyond my capability.
There was no part that seemed to be causing the trouble. I checked
everything, but there was no sign of it being fixed. Then by some fluke,
the machine started to move again, and then it soon stopped again.
Eventually it started outputting some finished products, which were
unfortunately all defective. I could barely hold myself together.” (Adachi)

Adachi is now capable enough to fix such problems easily, but only because he
has made numerous mistakes and gone through a lot of trial-and-error.
He solves problems according to his own way of thinking whenever
he’s assigned to a task all by himself. The spirit of “Let me do it” grew
stronger and firmer through such experiences.

As a maintenance staff-member, Adachi fixes troubled machines.
His job is like switching things from minus back to zero.
But Adachi tries to go from minus to plus. He visits his client not just
for the required repairs, but also to build the client’s trust.

Freshmen at ISOWA
From President Isowa’s Blog, ISOWA DIARY

As the new fiscal year has begun, we had 8 students join ISOWA.
When freshmen start working, they are provided with a personal helmet,
but theirs look a little different from others’.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–


Vol. 99 The expanding and linking of ISOWA – South-East Asia –

2017/7    Vol. 99

The ISOWA NEWS LETTER is a newsletter for the benefit
of special customers only.
Each month we bring you information about our company
and its products – information you won’t find on our home page
or in our catalogs.
We hope the ISOWA NEWS LETTER will help you feel closer to us.

1├ The expanding and linking of ISOWA – South-East Asia –
2├ Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –
3├ New fiscal year has begun! from President Isowa’s Blog, ISOWA DIARY

You can’t call me a couch potato anymore

Hi everyone. I am Taka of the Export Department.
This time, I’d like to tell you about the potato chips problem that is engulfing Japan.
Potato chips have suddenly disappeared from the supermarket shelves!

The direct cause of the problem is the typhoon that hit Hokkaido in August last year.
Hokkaido is a large island of approximately 83,424 square kilometers that is blessed
with a great natural environment. As the number of overseas tourist have increased
considerably in recent years, it has attracted attention as a tourist destination and
is also adored by us Japanese. Hokkaido was hit by four typhoons in the space of
just over two weeks. Regional and government authorities estimate the total
damage bill for the four typhoons at around 278.6 billion yen, so you can see
the size of the impact.

The typhoons caused the potato crop to fail (Hokkaido potatoes provide 70%
of the ingredients for potato chips in Japan), which led to a collapse in
potato chip production at the two leading Japanese manufacturers and
a reduction or discontinuation in product sales (flavors) in April this year.
As a result, fans of potato chips rushed out to stock up on their favorite snacks,
causing them to disappear from supermarket shelves and leading to restrictions on
the quantity that can be purchased. Smart entrepreneurs took the opportunity to put
their potato chips up for sale on online auction sites. Products that normally cost
just 100 yen were snapped up at over 10,000 yen for a pack of ten.
Some discontinued flavors are said to have attracted prices of around 100,000 yen
for a dozen or so bags!

Determining price from supply and demand curves has long been taught in
basic economics classes at schools. But I never thought I’d see such a clear
example of it as this potato chips situation we are facing. To be honest,
it made me realize that what passes for everyday common sense is just a
product of the peaceful world we live in. Fortunately, thanks to the efforts
of the manufacturers, we no longer see shelves bare of potato chips in supermarkets.
But I often find myself standing in front of the product shelves wondering whether
I’ll ever be able to eat my favorite flavor of potato chips again. (There’s no way
I’m paying 100,000 yen!) I’ve been wondering whether to get rid of the couch or
the potato chips from my house but now the question seems to have answered itself.

And now, let’s turn to Vol. 99 of the ISOWA NEWS LETTER.
We hope you like this edition.

The expanding and linking of ISOWA – South-East Asia –

Falcon and Ibis flexo folder gluers are in operation around the world.
This time we’ll introduce the training conducted before a Falcon was shipped
to South-East Asia.


This was the first time that the customer who purchased this Falcon,
Company “O,” had introduced a fixed printing machine or high-technology machine
featuring a lot of electrical equipment. Company “O” had extremely high
expectations of the Falcon machine.

On the other hand, as it was their first large capital investment in new equipment,
they were anxious about the commissioning and daily operation after installation
and about the subsequent maintenance.
We sympathized with the customer’s concerns and offered them a one-week
intensive training course at ISOWA. Company “O” enthusiastically accepted the offer
and four of their staff members, including their vice-president, visited ISOWA
for one week.
ISOWA pulled together as a whole to provide meaningful training course content
for the customer’s staffs who had come such a long way to visit Japan, and
we offered several meetings with department heads and the staff members
who will visit the customer for the installation.

Let’s outline the actual details of the training provided.

  • Overview of the Falcon from the viewpoint of an operator using
    a fixed-type flexo folder gluer for the first time
  • Showing the customer the status of production at our domestic factory
  • Safety training
  • Basic operation training, starting with turning the power supply on and off
  • Operation training with actual sheet feed to make Company “O” products
  • Operation and maintenance training to produce good products and
    maintain quality

Series of training operations allowing the customer alone to produce
good products and perform troubleshooting

The most important point about this training is to touch an actual machine as
much as possible. We minimized one-way information flow in classroom situations
and maximized scenarios to allow hands-on learning by the staff of Company “O”
at our factory.
Also, we anticipated the future installation work and the people who would actually
work on site performed the training. Considering the language barrier,
we tried to provide even clearer and more courteous explanations than normal.

We present some interviews with our training staffs below.

Interview (1)The customer thinks that installing the Falcon will achieve more efficient
manufacture of good quality products with low levels of losses.
Based on this sentiment, what points were consciously considered for training?
→ Mr. W, Engineering Service Department
Of course, it’s important for the customer to grasp the basic methods of
operation but we focused more on joint accuracy, which significantly affects
the productivity and product quality. We first gathered in front of a Falcon
to explain each of the individual machine functions. We then explained the settings
and operations and how they change the sheet folding method while having
the customers actually feeding sheets through the machine.
We had to explain everything in English. As neither I nor the operator are
native English speakers, we took care to ensure that they understood everything
we had explained. Before the training, we prepared training materials full of
illustrations and photographs that were easy to understand visually.

Interview (2)
ISOWA’S motto is “ISOWA keeps you going – always on the go!” and we strive to
ensure that the customer’s production never stops. When the machine not only
incorporates a lot of leading-edge electrical control technologies but is also
delivered overseas, there must be some “what if?” questions…

→ Mr. M, Electrical Engineering Department
As Company “O” had already undergone training by a PLC manufacturer,
their staffs already had a certain level of knowledge. We intentionally created
scenarios where the machine did not operate and had the customer analyze
where the problem had occurred. The aim is for the customer to be able to quickly
identify the problem position from an electrical standpoint. Electrical problems are
often hard to discover visually. When facing a problem like “Why does it not work?”
or “something strange has been happening lately”, simply connecting a computer
makes it easy to diagnose:
a) if the mechanical movement of some parts is poor, or
b) if a sensor is malfunctioning.
This allows trouble prevention and early resolution.

→ Mr. O, Manufacturing Department
We also provided training on daily maintenance items to maintain the initial
accuracy and productivity for a long time after the machine is installed. It was most
important for me to see the customers’ smiling faces as they worked with an actual
Falcon machine and I was conscious of the proper methods of operation and
maintenance to ensure safety.
I am convinced that this training and accumulation of experience can
familiarize the customer with the maintenance and safe operation procedures
to prevent machine malfunctions before they occur.

This training that we provided to avoid interruptions in operation was
extremely well regarded by the customer. Some young ISOWA people proposed
a training menu to ensure uninterrupted operation by considering what is important
for a customer operating the machine overseas and they then undertook
the required preparations and training. They were warmly thanked and
praised by the broadly smiling customers on the final day of training.
We want even overseas customers at geographically remote locations to
be able to use ISOWA machines with confidence. ISOWA people strive hard
every day with this sentiment in their hearts.

Shooting for the World No. 1 Spot – ISOWA VISION STORY BOOK –

ISOWA forges ahead to become the company with the best corporate
culture in the world.
We have created the ISOWA VISION BOOK to introduce the success story
of ISOWA to people who do not know our company.
We will present the contents of the VISION BOOK.

If my division is no longer of any use, that would represent the ideal
future for Ibis.

Horiguchi used to be in charge of machine assembly in our own facility.
The assembly team was also responsible for installation and fine adjustments
at clients’ sites. When a new team was launched just to perform the fine
adjustments, Horiguchi was singled out to become a core member.
One of his first missions was to improve the skills of the entire team to
a high enough level so they could respond to specific needs from the clients.
For example, they often had to take into consideration the particular moisture
levels in the paper fed into the machine. These days, Horiguchi has been
compiling a set of know-how and editing a manual to assist in standardizing
his workers’ skills. “I was just picked out for no particular reason, I think,
not because my skill was higher than others.” (Horiguchi)

“Just nonsense (laughs). Fine-tuning skills cannot be acquired by
mediocre efforts, of course. He wouldn’t say that openly. Getting the
machine to perform at its best requires delicate adjustments down to
the millimeter.” (Suzuki)

“We used to provide training in adjustment skills just through lectures
by our veteran staff. We just relied on the expert individual’s hard-won
skills at each client’s site. But I want everyone in ISOWA to gain the
artisan-level skills. I’m trying to quantify every aspect of the skills,
so I’m putting together a manual to assist even inexperienced young
staff to perform these machine-adjustment tasks on their own at the
client’s site.” (Horiguchi)
Along with pursuing his mission, Horiguchi keeps his eyes firmly on the future.

“It is necessary to review the product’s whole structure every now and then.
It would be best if we could produce a machine that doesn’t need any on-site
adjustment. I want to work with people in development and the design
department to share the know-how we’ve been collecting in the area
of machine adjustment. Our ultimate goal is for this special adjustment team
one day to be completely unnecessary.” (Horiguchi)

New fiscal year has begun!
From President Isowa’s Blog, ISOWA DIARY

April came and the new fiscal year has just begun for us.
Last week, right before it started, we shared the yearly goals with the whole company.

▼To read more about it, visit the below website
(President Isowa’s blog, ISOWA DIARY)

——————Copyright(C) 2009-2017 ISOWA Corporation—————–