SHUHEI SANADA

Strong leader and problem-solver dedicated to streamlining operations to decrease costs and promote organizational efficiency. Uses independent decision-making skills and sound judgment to positively impact company success.

Career at Current Company (2017.Nov ~ )

For six years after joining the company, I worked directly under the CTO and CEO to mainly improve product design and quality, as well as promote BPM and DX related to this, using a task force that I built and led.

[Total budget for the Taskforce]

1.036 billion yen / Period 2019.4 ~ 2022.12 (3.7 years)

[Exclusive]

13 people

[Project Executors]

Approximately 300 people (assigned from target department)

■ Main projects in charge

・Establishment of International Technology Innovation Team (Taskforce)

・Designing Product Concept and Planning Projects for the Taskforce (*1)

・Improvement of basic design of latest equipment (company products)

・Stabilization of manufacturing quality of existing equipment (company products

・Improvement of Business Processes

・Improvement of Digitization, Digitalization, DX with BPM(Business Process Management)

(*1) Products the Taskforce provided

・System event log

・In-device sensors and device performance monitoring system

・Machine Performance Analysis software

・Data Center & Data Analysis software

・Machine Remote Operation System

・Machine Configuration Management System

・Task and Execution Management software

・Manufacturing Process Management System

・Automatic Reporting System

・Dashboard for Production

・Machine Dynamic Performance Analysis software

・Procedure Management System

The Projects were determined based on the result of the company situation screened by the taskforce using the SCOR(Supply Chain Operations Reference) model. The Taskforce determined to forcus on Manufacturing department because it found that only 5% of the manufacturing processes has digitalized. As the result achived up to 20% of total degitalization, passed down the Projects to IT department.

[Review and improvement of manufacturing process]

1) AP that acquires data/information: Estimated annual effect of approximately 17.55 million yen(JP), achieved a reduction of approximately 4 million yen over a period of 10 months.

2) Product design and procedure changes: By minimizing design changes and changing procedures at suppliers, we achieved a comparative cost reduction of 28%, approximately 6.2 million yen/year.

3) Major reform of the procedure manual system: Based on the concept of Coach Procedure, all procedure manuals from elements to systems have been improved. To date, we have improved approximately 4,000 procedure manuals and updated them more than 12,000 times, achieving significant improvements in information management.

[Approaches considered effective for product improvement]

1) LeanStartup Concept

2) Data acquisition to enable PHM (Prognostic of Health Management)

3) ASML’s Coach Procedure Concept

4) Improvement Steps for Digitization, Digitalization, Digital Transformation (DX)

5) Improvement of basic knowledge of Machine Dynamic Performance mechanical design

6) Improvement of Cleanliness and Maintenance (risks & costs)

[Evaluation Results] *Appraiser : CEO and CTO

A grade (year) : 2018, 2019, 2020, 2021, 2023 (top 5%)

B grade (year) : 2022 (top 20%)

(5grade evaluation : A=5% B=20% C=70% D=4% E=1%)