Juki Corporation · TSE:6440
Juki — FY2018 Earnings Presentation
23 slides from Juki's earnings presentation, March 2019
Slide 1: Measures for Achieving the Medium-Term Management Plan (2019-2021) and Key Initiatives for FY2019
Measures for Achieving the Medium- Term Management Plan (2019 – 2021) and Key Initiatives for FY2019
Slide 2: Measures for Achieving the Medium-Term Management Plan: Rolling Method
2-1-1 Measures for Achieving the Medium-Term Management Plan: Rolling Method Embarking on the 3rd year of the Medium-Term Management Plan “Value Up 2022” MTMP milestones to Backcasting Vision meet the FY2022 goals for FY2022 Objectives for FY2019 Vision=Where we should be Current state Aim at achiev
Slide 3: Measures for Achieving the Medium-Term Management Plan: Business Climate
2-1-2 Measures for Achieving the Medium-Term Management Plan: Business Climate ➢ Risks of economic slowdown are rising, as instability of global economy increases ・e.g., China-U.S. trade war, Brexit, geopolitical risks, strong yen ➢ Technological innovation trend (from MONO [goods] manufacturing to
Slide 4: Measures for Achieving the Medium-Term Management Plan: Progress Status
2-1-3 Measures for Achieving the Medium-Term Management Plan: Progress Status Net Sales, Ordinary Profit Rate of Ordinary Profit to Net Sales (Target: annual growth rate of 9%) (Target: 9.2% or higher by FY2021) FY2018 actual: 112.0 billion yen FY2018 actual 7.5％ (100 million yen) 10% FY2021 plan Le
Slide 5: Measures for Achieving the Medium-Term Management Plan: Vision and Five Basic Policies
2-1-4 Measures for Achieving the Medium-Term Management Plan: Vision and Five Basic Policies To be an enterprise that consistently provides customer- Vision preferred, high-quality products and services - Let’s provide customers around the globe with excitement as well as reliability! (1) Strengthen
Slide 6: Measures for Achieving the Medium-Term Management Plan: Investment Plan
2-1-5 Measures for Achieving the Medium-Term Management Plan: Investment Plan Make advance investments in 2019 to implement smartization initiatives and develop differentiated products 2019 investment in production facilities 2019 investment in development 2019 investment in IT (million yen) Total:
Slide 7: Measures for Achieving the Medium-Term Management Plan: Business Portfolio
2-1-6 Measures for Achieving the Medium-Term Management Plan: Business Portfolio Expand business portfolio by devoting managerial resources to each business segment’s areas of growth and to fields in which JUKI can differentiate itself (100 million yen) Before the elimination of intercompany transac
Slide 8: Sewing Machinery (Industrial Sewing Machines)
2-2-1-1 Key Initiatives for FY2019: Sewing Machinery & Systems Business (Industrial Sewing Machines) Contribute to customer innovation through innovative technology and system Vision proposals based on JUKI Smart Solutions Build a customer base for the future by developing customers in the middle ma
Slide 9: Sewing Machinery (Industrial Sewing Machines): Proposals for plants
2-2-1-2 Key Initiatives for FY2019: Sewing Machinery & Systems Business (Industrial Sewing Machines) 《High-end offerings》 《Productivity improving / Labor-saving》 “Digital Series”- Automatic machines Sewing robotics Automated guided vehicles centered line solutions 》 Proposals for plants Material Sam
Slide 10: Sewing Machinery (Household Sewing Machines)
2-2-2-1 Key Initiatives for FY2019: Sewing Machinery & Systems Business (Household Sewing Machines) Create new ways to enjoy handicraft-making, in collaboration with customers Vision (home sewers) who have excellent handicraft capabilities Develop solid business based on strengths in high-end househ
Slide 11: Expand product lineup to better meet each market's characteristics
2-2-2-2 Key Initiatives for FY2019: Sewing Machinery & Systems Business (Household Sewing Machines) Expand product lineup to better meet each market’s characteristics 《Japan》 《Japan》 Overlock machines High-end sewing Live Events & Digital machines for Marketing professionals MO- ⇩ 1000ML Customer de
Slide 12: Industrial Equipment (Electronic Assembly Systems)
2-2-3-1 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Electronic Assembly Systems) Become an essential business partner for customers through devoting resources to our areas of strength and by proposing and providing automation and labor-saving Vision solutions - Expand sales
Slide 13: JUKI Smart Solutions
2-2-3-2 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Electronic Assembly Systems) JUKI Smart Solutions Alliance companies Company A Company B Open innovation 23
Slide 14: Industrial Equipment (Group Business)
2-2-4-1 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Group Business) Grow into JUKI’s third pillar business leveraging JUKI Group management Vision resources (including manufacturing technologies) Increase sales to create the third pillar business by acquiring new customers a
Slide 15: JUKI Contract Business Model
2-2-4-2 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Group Business) JUKI Contract Business Model Use of accumulated leverage of JUKI’s manufacturing capabilities and global network, utilizing the Group’s manufacturing companies (7 companies in Japan, 1 company overseas) and
Slide 16: Industrial Equipment (Customer Business)
2-2-5-1 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Customer Business) Vision JUKI’s parts can be received the day after they’re ordered Expand parts business, utilizing system support/remote maintenance/diagnostic Basic Policy monitoring of production facilities, and launch
Slide 17: Industrial Equipment (Customer Business): Parts supply and support
2-2-5-2 Key Initiatives for FY2019: Industrial Equipment & Systems Business (Customer Business) Technical support ・Sewing machinery: Conduct machinery diagnoses based on Remote maintenance records Maintenance ・Electronic assembly systems: Rebuild the pre-owned products business Support for Smart Sol
Slide 18: JUKI's Vision for Environmental Conservation
2-3-1 Corporate Initiatives for Improving the Environment, Society, and Governance (ESG Initiatives) 《 E: Environment》 JUKI’s Vision for Environmental Conservation The JUKI Group’s stance toward Business activity area • Product area environmental conservation activities Achievement of a Achievement
Slide 19: ESG Initiatives: Environment
2-3-2 Corporate Initiatives for Improving the Environment, Society, and Governance (ESG Initiatives) 《 E: Environment》 Development/ JUKI’s Monodzukuri Design (Manufacturing) Procurement Develop and design products Establish “JUKI Group that are people- and eco- Green Procurement friendly (energy-sav
Slide 20: ESG Initiatives: Society
2-3-3 Corporate Initiatives for Improving the Environment, Society, and Governance (ESG Initiatives) 《 S: Society》 Initiatives for promoting diversity Initiatives for community education JUKI practices “diversity management” and hires people regardless In 2018, JUKI’s head office in Tama (Tokyo), th
Slide 21: ESG Initiatives: Governance
2-3-4 Corporate Initiatives for Improving the Environment, Society, and Governance (ESG Initiatives) 《 G: Governance》 Schematic of the Corporate Philosophy and Policies Corporate Philosophy Corporate Slogan Concept of value, importance of existence, purpose Basic Management Policies 5S’s for Managem
Slide 22: 80th Anniversary Activities
2-4: 80th Anniversary Activities 《Strengthening of relationships》 Showing gratitude to our customers, business partners, and shareholders • Anniversary website • Hold “thank you” meetings: Texprocess Show [U.S.], Jisso Process Technology Exhibition (JISSO PROTEC) [Japan], etc. • JUKI Sewing Festival
Slide 23: JUKI CORPORATION
This material contains forward-looking statements concerning future plans, strategies and assumptions in light of the economic, financial and other data currently available. Furthermore, they are subject to a number of risks and uncertainties. JUKI therefore wishes to caution readers that actual res