Senior Managing Director Takanori Kitano explaining about the establishment of the three systems of Profit Control, Human Resources and Information

Business activities in P-D-S cycle

The Start of the DN-6, an Information System Development 6-year Plan

　In February 1988, Stanley Electric reorganized its then-existing computer system office into the Dia Net Center to streamline business processes such as sales, engineering, purchasing, production, and accounting, and then started an information system development 6-year plan (DN-6) to develop a comprehensive information system to enable the company to identify and solve problems at an enhanced speed. After reviewing the product codes necessary for systematization, the company developed information system infrastructures to implement centralized information management based on networks and databases in stages, beginning with the launch of the production management system Phoenix in June 1989. Starting from 1996, DN-6 was replaced with Dia Net Plans '96, '97, and '98. The company made efforts to equip itself with global and more advanced information technologies for the 21st century, including the utilization of groupware and the development of intranets. These efforts led to the company's ERPs and new cost control system currently being in operation.

Proposal of the DN-6, an information system development 6-year plan

The Introduction of Stars Plan (New Personnel System)

　In April 1991, Stanley Electric introduced long-term competency-based personnel measures in order to "establish a corporate culture in which people who were aspiring and willing to learn can be respected."
　In the 1990s, many enterprises were shifting toward a results-based system in pursuit of better results and figures. In a results-based system, however, a pay raise and rewards are hard to come by without better results, and focus tended to be on short-term gain rather than long-term growth. Then-Representative Senior Managing Director Takanori Kitano, who was leading the introduction of the Stars Plan, thought that people could not be motivated solely with a profit-centered corporate mindset. He was convinced that people were less motivated by a profit-based system and more by personal feelings. Although a results-based system was important, a singular focus on results would lead to management with an excessively short-term perspective. He therefore thought that the effective use of human resources should be a higher priority and placed emphasis on nurturing people (competency-based system). This involved the idea that an organization would change if its people changed and that a company could contribute to society if its organizations were vibrant.
　He further hoped that this personnel management policy would change everyone's consciousness. More specifically, he wanted each individual to recognize that working with passion, interest, and responsibility for his or her growth would lead to the happiness of everyone, the company, and society.
　The Stars Plan was a reflection of these thoughts on management system. Under this system, evaluation processes were made visible to ensure impartial, reasonable, and valid evaluations were conducted by two categories: competency and performance. Further, employees received direct feedback on their evaluation results. Also, new qualification and wage systems based on a competency-based system were introduced. The Stars Plan was also gradually introduced to overseas affiliated companies.

STARS Plan

CSH-LCD certified as a successful development by the Research and Development Corporation

Ribbon cutting at the opening ceremony of the Yokohama Technical Center

Blue LED lamps

SNAP Production Innovation Activity

　In September 1994, Stanley Electric started Active 30 to improve cost competitiveness by 30%. Active 30 was designed to improve productivity by eliminating waste, reducing costs, developing new markets, proposing development plans to gain a leading edge, and reducing lead time to increase profit levels,. Active 30 was an initiative to improve cost competitiveness mainly through the streamlining and rationalization in administrative and non-production departments. Meanwhile, SNAP (Stanley New Approach for Higher Productivity) was an initiative started in 1995 to streamline and rationalize production processes. Then in May 1997, the company started to receive guidance from the PEC Industrial Education Center, which had a long experience in introducing Toyota Production System to many firms. The guidance helped the company steadily achieve better results.

LUMAX Dharuhera Factory

Ribbon cutting at the TSE opening ceremony

HID lamps on the Mitsubishi Motors Super Great, the first mass produced application in Japan

Groundbreaking ceremony of Vietnam Stanley Electric Co., Ltd.(VNS)

2nd training session by Hitoshi Yamada at Stanley Tsuruoka Works

Infrared communication modules compliant with IrDA 1.1 (4 Mbps)

Stanley Suburban Office Surf-side