Today we announced DENSO is sponsoring and attending the National Society of Black Engineers’ (NSBE) 47^th Annual Convention, held virtually this year April 5-9. Our support is part of the company’s continued focus on improving diversity and inclusion (D&I) not just within our own walls, but across the automotive industry.

“Mobility is constantly evolving,” said Denise Carlson, vice president of DENSO’s North American Production Innovation Center and the company’s executive lead for D&I. “In order to meet its changing demands, we are building teams with people who have dynamic backgrounds and perspectives, which helps us innovate more quickly and create more impactful solutions. It’s why we’re at NSBE, and it’s crucial to our future success.”

During the event, we look to hire nearly 100 co-ops and interns for summer 2021, fall 2021 and spring 2022. Roles will be available at various DENSO locations, including our North American headquarters in Southfield, Michigan; our thermal manufacturing facility in Battle Creek, Michigan; and our manufacturing facilities in Osceola, Arkansas, and in Athens and Maryville, Tennessee. Know someone who might be interested? Send them here: https://bit.ly/3fcCHRI.

We also intend to hire participants for our IGNITE Program, a two-year rotational assignment that offers recent college graduates unique career development opportunities, virtually and in person, at different DENSO sites. These roles will be based in Southfield, Michigan; Plano, Texas; and Maryville, Tennessee. Direct those who might be a fit to this link: https://bit.ly/31B7bFi.

For more about our presence at this year’s event and why it’s important to creating more inclusive work environments, go here: https://bit.ly/3mqhO76

Get to know our new CEO of DENSO in North America and President of DENSO International America – Seiji “Scott” Maeda!

Global President Arima shares his New Year message with associates in a single Kanji: “Katsu”. President Arima explains three meanings behind the word:

1. Maximizing your energy
2. Inspiring each other
3. Liven up DENSO

This is his hope for DENSO and our associates in 2021!

Learn more in his video message, or click here to read an overview:

The DIAM Technical Presentation Development (TPD) Contest is an opportunity for engineers to showcase their projects, while competing in front of a panel of judges for best overall presentation and insight into problem-solving, innovation, efficiency or other aspects of the project and process.

This year’s contest, held Nov. 19, was the first time the event was in a virtual format, adding a new level of challenge for participants. Please join us in giving a round of applause to all our participants for their hard work, preparation, and flexibility.

Congratulations to our winners!  

First Place

Peter Atencio, PG3

Topic: Laser Welding – Optimization for your Application

Second Place

William Bickel, PG2

Topic: RU COM Development & Validation

Third Place

Eric Armbruster, PG3

Topic: Trailer Detection and Size Estimation Using Rear Corner Radar

Great job participants!

The work of our associates is integral to making DENSO the company it is today. Which is why we want to take a moment to thank and congratulate you for being part of the team that allowed us to be recognized on Fortune’s Global 500 list.

This list looks at the world’s largest, most successful companies, and who together employ 69.9 million across 32 countries. Being included among these big and best-known brands is a testament to the work you do every day to ensure we are delivering the best quality products to our customers and partners around the world.

We’re always looking for more people like you to help us continue to grow and succeed. If you know someone who would be a great fit for our team, send them our way – densocareers.com.

At DENSO, we have a long history of producing products that push electrification technologies into the future. Last week, we doubled down on our promise to produce electrified automotive products, systems and technologies by opening an Electrification Innovation Center in Ajno, Aichi, Japan.

DENSO has long been a pioneer in hybrid and electric vehicle technology, and that tradition continues today. In 2018, it was a large part of our Second Founding, which focuses on key initiatives like electrification, automated driving, connected cars and other non-automotive business areas to prepare us for the future. This facility will help advance that commitment and rapidly transform new ideas into high-quality electrification products for our customers. Better yet, our associates will also create new energy conservation tech to help us reach our zero CO2 emissions goal at the new plant!

The Electrification Innovation Center will include:

• A development building to focus on developing and testing advanced production technologies
• A durability building to focus on reliability testing
• An outdoor track to test new products
• A production plant to support the quick establishment of a mass production line

To learn more about how this Electrification Innovation Center will support our commitment to a more sustainable future, click here.

Hitozukuri: Human resource development

DENSO believes associates are our most important management resource. That’s why we focus on their training and skill development. We believe, “The best products are made by the best human resources.” As we look to achieve our Long-term Policy and success beyond 2030, we rely on a broad range of global initiatives to develop leaders who can take charge of new businesses and oversee the future of DENSO.

To learn more about Hitozukuri, click here.

Since our founding, DENSO’s Monozukuri – the art of making things – has integrated in-house technologies. It gives us the positive foundation to design and manufacture equipment, production lines, materials and processing methods. By doing so, we can provide society with the world’s most advanced groundbreaking technologies and products conceived by our R&D.

To learn more about Monozukuri and the keys to this strength, click here.

Since joining DENSO, Andrea Caratti, from Northern Italy, has been able to cross off many major cities in the United States from his travel bucket list; Chicago, Washington DC, and New York City to name a few. After recently accepting a new role, Caratti is venturing further into the U.S. as Plant Manager of DENSO Manufacturing Michigan Iowa (DMIA).

Caratti started his career with DENSO six years ago at DENSO Thermal Systems S.p.A. (DNTS) in Italy. DNTS is a part of DENSO TEC, the Thermal Europe Center. As the Logistics Manager, he enjoyed getting to work with many of DENSO’s customers within the Off Road Special Applications Business Unit (ORSA). This group makes parts for bigger, off-highway customers, like John Deere. In his new role at DMIA, he will continue working with these customers.

Caratti came to DENSO with a master’s degree in automotive engineering and work experience at Fiat-Chrysler Automobiles (FCA) headquarters in Auburn Hills, Michigan.

Caratti said he is looking forward to the new challenge.

“I’m very thankful for it, and know that we will all do a great job together,” Caratti said.

One element Caratti said he’s not looking forward to is winter. His favorite hobby, outdoor cycling, will have to wait until spring returns to Iowa.

Caratti has enjoyed seeing new perspectives of the company, and said he looks forward to continuing to interact with other DENSO plants.

Congratulations on your new role at DENSO!

This week, Ambassador Extraordinary and Plenipotentiary of Japan to the United States of America, Shinsuke J. Sugiyama, visited DENSO’s regional headquarters in Southfield, Mich.

It was an opportunity for the Ambassador to learn more about DENSO, our technology, commitment to sustainability, and future direction. While it was the Ambassador’s first trip to Michigan, he’s no stranger to DENSO, having visited DENSO Manufacturing Tennessee earlier this year. This trip was a follow-up to continue to strengthen our relationship with him, and to share more about our R&D capabilities and thermal footprint in the region.

Ambassador Sugiyama was joined by Consul General Tsutomu Nakagawa and Consul Yuki Ebihara of the Consulate General of Japan in Detroit, and First Secretary Takafumi Iwasaki of the Embassy of Japan in the United States.

“It was a special opportunity to host the Ambassador, Consul Generals and First Secretary, on the day of DENSO’s 70th anniversary,” said Robert Townsend, Vice President of Corporate Services. “We recognized DENSO’s strong history and bright future. The Ambassador was especially interested in DENSO’s commitment to our associates, our commitment to the United Nations Sustainable Development Goals, and the technology and innovation we’re developing right here in North America.”

In addition to formal presentations and discussion, our guests experienced DENSO’s Intelligent Comfort Demonstration and toured our technical testing chambers.

Those representing DENSO at the meeting included:

Kenichiro Ito, North America President & CEO

Kazuoki Matsugatani, Executive Officer, R&D

Stephen Milam, Executive Officer, Corporate Function, Powertrain, Electrification

Makoto Hasegawa, Group Head, VP, Corporate Finance

Andris Staltmanis, CEO of DENSO Manufacturing Michigan

Mr. Keishima, President of DENSO TEN

Makoto Tanaka, Sr. Vice President, Sales & Marketing

Robert Townsend, VP, Corp. Services

Julie Kerr, Sr. Manager, Corporate Communications

Jennifer Heckmann, Sr. Program Manager, Government Affairs

To achieve our Long-term Policy, DENSO must evolve as a company. What does this mean? It means change. Change at all levels to benefit the organization. It even means change of the organization’s structure.

As part of our Long-term Plan, our path to achieving our Long-term Policy, we’ve identified two organizational reforms:

1. Enhancing a Vehicle-Based Perspective – establishment of Mobility Systems Business Unit to optimize development based on vehicle systems, not individual businesses
2. Strengthening Competitiveness by Streamlining the Technological Development of Our Four Key Devices – streamlined development of all ECUs into the Electronics Business Unit, and development of sensors and semiconductors into the Sensor & Semiconductor Business Unit; both of these were previously done within individual businesses

These two reforms will internally align us to work stronger and faster. To learn more, click here.

Tomorrow’s workforce isn’t something we can think about later. We need to engage students at an early age and create excitement and appropriate training for their future careers.

Today, John Brown, Vice President of HR at DENSO Manufacturing North Carolina, and DENSO Executive Advisor Jack Helmboldt, joined Representative Ted Budd of North Carolina to discuss community workforce development, specifically, how companies and government can work together to build a workforce of the future. Topics included challenges in finding talent, how to prepare middle and high school students, what training is offered and how to connect students to training and job opportunities.

The path to achieving our Long-term Policy is our Long-term Plan. How does it do this? By guiding us in our evolution to an organization that acts with increased speed in an invigorating workplace.

Evolution requires change, and change must come from the top. That’s why the Long-term Plan has The Five Pillars of Management Reform:

1. Enhancement of Vehicle Perspective and Streamlining of Technological Development
2. Advanced R&D Function to Realize Agile Development Globally
3. Business Unit Evolution and Smaller but Stronger Headquarters
4. Global Management with Optimal Use of Group and Regional Power
5. Way of Working with Tremendous Speed and Efficiency

What do these mean? Click here to learn more. Let’s go!

DENSO was recognized as a Silver Level Veteran Friendly Employer by the Michigan Veterans Affairs Agency (MVAA) on Wednesday, October 25 at our Battle Creek, Michigan location.

Of the 338 employers and organizations involved in the Veteran-Friendly Employer program, only 8 percent have achieved the Silver-Level honor!

“We recognize the sacrifices military veterans have made for our country, and we’re honored to serve them in return by helping them build fulfilling careers,” said Kevin Carson, president of DENSO’s Battle Creek facility, and a U.S. Navy veteran. “The experience and skills veterans bring to DENSO’s workforce are invaluable, as their unique backgrounds and talents give us the fresh perspective needed to grow. We are thrilled to achieve Silver-Level status as a Veteran-Friendly Employer and will always seek new ways to further attract and support those who have served our country.”

To qualify as a Silver Level Veteran Friendly Employer, DENSO in Battle Creek (DMMI) implemented onboarding, community outreach and other support programs for veterans and active duty military employees.

DENSO’s thermal manufacturing facility in Battle Creek has nearly 200 military-veteran employees and continuously seeks to integrate and support veterans in its workforce. If you are a veteran, or interested in supporting our veterans, contact Jack Carlsen or Cindy Dawson, co-chairs of the DENSO Veterans Network, to get involved.

Our Long-term Policy focuses on 2030, but how do we know if we are on the right path? That’s the purpose of our Long-term Plan for 2025. Designed to help us reach our 2030 goals, the plan is based on four focus fields:

• Growth – focus on the development and commercialization of new mobility fields – electrification, advanced safety/automated driving, connected cars – to drive growth with current customers and create opportunities with new customers.
• Profitability – further solidify our earnings base from components, while enhancing the profitability from our existing thermal management, energy management and information management technologies.
• Differentiation – strengthen the development of ECUs, semiconductors, sensors and motors to differentiate DENSO technology offerings from competitor’s products
• Organizational Capabilities – accelerate our business execution and create an invigorating workplace.

By nurturing these in one another, we will drive DENSO to meet its growth targets. Let’s go!

Our Long-term Policy is a vision of what we want DENSO to be in 2030. But what do we need to do to get there? To start, we need to abide by three principles – Open, Fair, Reliable.

With these three principles guiding us, we’ll have the approach and attitude necessary to achieve our goals. Let’s go!

We’re in the mobility business, so it makes sense we have a plan for where we are going and how we get there. That’s what our Long-term Policy is – a vision for what we want DENSO to be in 2030.

So where are we going? Working as One DENSO, we want to develop sustainable mobility solutions that bring happiness and peace of mind to everyone. We’ll do this by focusing on three themes:

• Green – contribute to sustainability by increasing efficiency and reducing environmental impact
• Peace of mind – contribute to future mobility that is safer, more comfortable and convenient for everyone
• Inspiring – contribute to happiness for everyone through inspiring value-added offerings.

Together, we will get there. Let’s go!

To inspire the next generation of manufacturers, DENSO is celebrating Manufacturing Day today and throughout the month with a variety of programs and events at our locations across North America.

Our 70-year history is rooted in crafting advanced automotive components and systems for almost every vehicle make and model on the road. Today, DENSO is at the forefront of automated and data-rich manufacturing, or Industry 4.0, and provides tech-forward training for our associates to learn new skills and advance their careers.

To addresses common misperceptions and the stigma around manufacturing, DENSO is excited to host student tours at our Maryville facility; review manufacturing-themed essays from students in Athens, Tennessee, and Osceola, Arkansas; and visit colleges and universities in Michigan, Mexico and North Carolina to showcase the rewarding careers possible in the field of manufacturing. For more details on these community events and programs, read our press release here.

“Too often, there is a stigma around manufacturing, but the fact is this – manufacturing is changing the world,” said Shinichi Nakamizo, executive officer of DENSO Corporation and North American Manufacturing, and president of DENSO’s Maryville, Tennessee, facility. “Manufacturing allows us to keep pace with the new demands of mobility. It creates an environment in which our employees can learn new skills and excel. And it allows us to build a collaborative, diverse and inclusive workforce that is helping revolutionize transportation and move society forward.”

This month, auto industry leaders and influencers gathered at the annual Center for Automotive Research’s (CAR) Management Briefing Seminars (MBS) in Traverse City, Michigan. And while the focus was on the future of the industry and the technologies that will drive it, there also was formal and informal discussions about the talent necessary to get the industry where it wants to be.

As part of a panel discussion, Kara Grasso, vice president of Strategic Operations at DENSO, spoke about how automotive and mobility companies can attract and retain technical talent as well as how a diverse workforce enables greater innovative thinking, brings different perspectives to the decision-making process and accelerates the pace of R&D.

In addition to having Grasso share her talent attraction insight, DENSO also sponsored the MBS Student Program, which provides undergraduate students interested in pursuing a career in the auto industry to participate in the event. Students had the opportunity to engage with industry leaders and executives to learn about current issues the industry faces as well as get first-hand experience with some of the advanced technologies that will be on future vehicles.

These activities, along with our IGNITE program, which offers new hires the opportunity to work in different jobs at various DENSO locations for two years, are ways in which the company is adapting to attract and keep a diversified workforce.

To learn more about Grasso’s remarks at MBS, read this Automotive News article.

DENSO representatives Bryan Starr and DJ Smith were invited to the Ohio Governor Mike DeWine’s residence, along with other Japanese based companies in Ohio, to thank us for our continued contribution in the state.

This reception was a kickoff for the Midwest U.S. Japan Association Conference, which will be held in Tokyo, September 7-10. Representatives from DENSO will attend the conference and hold meetings with Michigan, Ohio and Indiana government officials to continue to strengthen our community relationships.

The next CoA (common, compact, collaborative) HVAC line started production at DENSO’s manufacturing facility in Battle Creek on July 22. Although it is the second CoA line, associates throughout the region made sure it is a project filled with firsts.

“The goal for this project was localization, and it was a huge development opportunity,” said Mike Curbey, HVAC Engineering Manager. “This is the first CoA line in the world to be built 100% locally.”

CoA2 is also the first HVAC line with IoT (Internet of Things) connectivity and the first line at DENSO in Battle Creek with a collaborative robot.

Senior Engineering Technician Eric Paulson said that the team at DENSO in Battle Creek worked closely with machine builders at DENSO in Maryville, Tennessee on the localization effort.

“One of our biggest challenges was helping the machine builders understand our needs exactly,” Eric said. “We were starting with something originally designed in Japan and asking the DENSO Tennessee team to build it to the specifications of our local needs in Michigan. We just had to figure all of that out.”

The new line will produce HVACs for three Subaru models produced in the United States. Subaru of Indiana Automotive (SIA) has already recognized the line as a world-class process.

Congratulations to everyone that made the HVAC Auto Line 2 a reality over the last two years. This is a big step towards DENSO’s future!

Earlier this year, Dr. Jeff McCord was named Commissioner of the State of Tennessee Labor & Workforce Development Department. Hand-picked by Tennessee Governor Bill Lee, Dr. McCord oversees divisions and programs that provide a vast array of services that support jobs and workforce development.

Last week, Commissioner McCord visited DMTN Plants 203 and 204 to talk about workforce development, tour the facilities and talk with associates. The first member of Governor Lee’s staff to visit DMTN, Commissioner McCord said he was very impressed with the DENSO facilities and associates. During remarks to plant and Maryville Community leadership, he pledged to continue workforce development programs during his term.

Ongoing workforce development is critical to help DENSO meet its Long-term Policy 2030 – without talented associates, we cannot achieve our goals – and it supports the United Nations’ Sustainable Development Goal (SDG) number 8: Decent Work and Economic Growth. The SDGs are a global, shared blueprint for peace and prosperity for people and the planet, now and into the future.

Thank you to those who made this high-profile visit possible: Mr. Nakamizo, Chuntao Ye, Jack Helmboldt, Britt Autry, Charlie Chujo, Mike Peevy, David Byrum, Kay Morrison, and the DMTN S&H/Communications/Community Relations/GA/HR/NAITS teams.

Click here to read McCord’s comments on his visit and view more photos. 

Commissioner McCord talking to DMTN associates on a tour of the plants. 

Today, we’d like to announce executive leadership changes and appointments across its North America organization to advance our long-term commitment to create new value for the future of mobility.

Effective April 1, 2019, these executive changes are an example of how DENSO is changing the way we operate to achieve our Long-term Policy 2030. Specifically, these changes are part of Management Reform.

Part of long-term policy 2030, Management Reform is DENSO’s approach to transform our management team and structure to work with tremendous speed and efficiency. This will help us remain competitive, allowing us to operate more efficiently and accelerate our decision-making process.

Watch the video to learn more about the changes:

North America Executive Leadership Changes

Executive Officers:

Shinichi Nakamizo will serve as executive officer of DENSO Corporation. In addition, he will serve as executive officer of North America Manufacturing and president of DENSO Manufacturing Tennessee (DMTN). He will transition from his current role as president of DENSO Manufacturing Mexico (DNMX).

Steve Milam will serve as executive officer of DENSO Corporation. In addition, he will serve as North America Corporate executive officer, executive officer of North America Powertrain Systems Business, and executive officer of Electrification Systems Business. He will transition from his current role as chief executive officer of DENSO’s North America Thermal Systems Center (TAC) Business Group.

Jack Helmboldt will resign as executive director of DENSO Corporation and retire as president of DENSO Manufacturing Tennessee. He will continue to serve as president emeritus of DMTN, and executive advisor to DENSO, providing guidance, knowledge and support to DENSO’s business operations and manufacturing leadership development. Helmboldt will also continue to serve as a representative for DENSO in its External Affairs, government and community efforts.

Business Leaders:

Andris Staltmanis will serve as North America Thermal Systems Center (TAC) Business lead. He will transition from his current role as president of DENSO Manufacturing Michigan (DMMI).

Marty Deschenes will serve as North America Gasoline Systems Business lead and North America Exhaust Aftertreatment Systems Business lead. In addition, he will serve as president of DENSO Manufacturing Athens Tennessee (DMAT). He will transition from his current role as Electrification Systems Business lead and vice president of Electrification Systems at DMTN.

Shuji Kimoto will serve as head of Motors Manufacturing Division 2 for DENSO Corporation. He will transition from his current role as president of ASMO North Carolina.

Masanori Iyama will serve as North America Motors Business lead. In addition, he will serve as president of DENSO Manufacturing North Carolina, previously known as ASMO. Effective April 1, 2019, ASMO will be integrated into DENSO and assume its name as DENSO Manufacturing North Carolina (DMNC). Iyama will transition from his current role as head of Motor Planning Division for DENSO Corporation.

Jon Callies will serve as North America Electric Components Business and North America Electrification Components Business lead. He will transition from his current role as director of Electrification Manufacturing at DMTN.

Functional Leaders:

In addition to his executive officer appointment, Steve Milam will serve as head of North America Human Resources.

Yukio Asano will end his expatriate assignment and return to Japan. He will transition from his current role as executive vice president of Corporate Function.

Makoto Hasegawa will serve as head of North America Corporate Division Finance Group. He will transition from his current role as executive coordinator of Corporate Function.

Dave Grimmer will serve as head of North America Production Innovation Center (NAPIC) Division. He will transition from his current role as vice president of HVAC Operations at DMMI.

Satoshi “Scott” Inukai will serve as head of Mobility Systems Manufacturing for DENSO Corporation. He will transition from his current role as senior vice president of NAPIC Division.

Affiliate Leaders:

In addition to his executive officer appointment, Shinichi Nakamizo will serve as president of DMTN. He will transition from his current role as president of DNMX.

Mitsuru Kato will serve as president of DNMX. He will transition from his current role as director of Production Engineering Division for DENSO Corporation.

In addition to his role as business lead, Marty Deschenes will serve as president of DMAT. He will transition from his current role as Electrification Systems Business lead and vice president of Electrification Systems at DMTN.

Takeshi Nagasaka will end his expatriate assignment and return to Japan. He will transition from his current role as president of DMAT.

Kevin Carson will serve as president of DMMI. He will transition from his current role as vice president of Engine Cooling Module (ECM) Operations for DENSO’s TAC Business Group.

In addition to his role as business lead, Masanori Iyama will serve as president of DMNC. He will transition from his current role as head of Motor Planning Division for DENSO Corporation.

Global Personnel & Organizational Change:

DENSO Corp. also announced today changes to its executive structure and management team to operate more efficiently and accelerate its decision-making process, and to ensure the right people are in the appropriate positions during this critical time, effective April 1, 2019.

With the increasing deployment of vehicle electrification and automated driving technologies, DENSO also announced changes to its global organizational structure, effective April 1, 2019. Thus, its chassis control business section will be separated from the Electric Components Business Unit and become the Chassis Control Components Business Unit. This will allow for more dedicated focus and accelerated R&D and collaboration.

For more information about global personnel and organizational changes, click here.

DENSO’s Long-term and Mid-term Policies are Lean Management Tools

Did you ever wonder why we roll out Mid-term and Long-term policies every few years? Why do we call them policies? And what do they even mean to me? We assure you, there’s a method to our madness. And there’s even a name for the method we use. It’s called Hoshin Kanri.

Hoshin Kanri

Our Long-term Policy sets a long-term goal looking approximately ten years ahead. This approach, the word “policy” comes from “hoshin kanri”.

Hoshin Kanri is a method for ensuring that the strategic goals of a company drive progress and action at every level within a company. Also called Policy Deployment, Hoshin Kanri is an approach that strives to get every associate pulling in the same direction at the same time. It achieves this by aligning the goals of the company (Strategy) with the plans of middle management (Tactics) and the work performed by all associates (Operations). This approach is at the heart of lean manufacturing and Six Sigma.

HOSHIN = Direction or Sharp Needle. Kanri = Management. The two words together = Compass

The Method: Our Planning Process

• Our Long-term Policy sets a long-term goal looking approximately ten years ahead.
• The Mid-term Policy specifies mid-term strategies necessary to achieve our Long-term Policy.
• The Mid-term plan is subsequently broken down in to the Annual Plan. These plans are finally incorporated in the annual activity target and daily efforts for each of us.

Shared Vision

It’s a proven fact we perform best when we have a purpose. Hoshin Kanri helps create a global purpose, and provides focus and drive toward specific goals. When we understand WHY things are important, it helps us do our jobs.

Right now, our leadership teams are working on annual planning for Fiscal Year 2019. These plans will help each business group, product group, team and individual associate, determine their targets and actions for the next year – the targets and actions that will help us get one step closer to our long-term vision goal.

Learn more about our vision for the future here.

Our vision for the future

DENSO’s long-term policy 2030, which was launched last year, guides the company toward its 2030 goal: to create and inspire new value for the future of mobility.

Global President Arima expanded on this in his New Year message to associates in January. In his speech, he referred to DENSO’s long-term policy as DENSO’s second founding, the largest shift in business strategy in our 70-year history. It’s a drastic change in mindset and approach, to keep up with the rapid changes in the industry and in society.

“Our long-term vision is a future with enhanced mobility, safety and peace of mind, with less impact on the environment. We still have a deep commitment to protecting lives, but we are ready to realize our second founding,” said Arima. “This means we must change our own organization to prevail in the rapidly changing business landscape and provide value to our customers that goes beyond a vehicle-centric focus to enrich society’s broader needs.”

DENSO’s long-term policy provides an overview of what the company needs to do to transform and be a leader in this rapidly changing industry. It also provides associates with a guide on how we can be united in our approach and help achieve our long-term vision.

Learn more about our vision for the future here.

We’ve been hearing a lot of buzzwords, lately: paradigm shift, mobility, change. What does it all mean, and how does it apply to our jobs here at DENSO? Are they mere words, or are we really going to see their effect?

I had the honor of attending the New Year Ceremony event on January 9 to hear President Arima’s special message live. With all of the excitement of President Arima’s speech winding down, and we’ve all hopefully had time to digest it, I figured it was time to share my thoughts. (For those who have not heard Arima’s New Year message, check it out here! Or read DENSO’s long term plans here!)

It’s important that we get a discussion going about this, so please share your thoughts in the comments, below.

Here is my takeaway:

1. It was awesome that our President came to visit us here in North America! Before this year, I wasn’t even aware that this type of event took place at DENSO. Rotating the New Year’s message to a different location every year is a much more inclusive, global approach. (This is a major proof point of DENSO starting to change!)
2. The automotive industry is changing at an accelerating pace. (It’s not just changing, but the rate of change is picking up speed!) It’s a very good sign for DENSO’s future that our President recognizes this. We cannot assume that change will happen at the same ol’ pace, or we will get left behind. Companies like Blockbuster, Polaroid, and Borders were not able to adapt quickly – as a result, they failed to stay relevant. This is a potential reality that could happen to any company. (We cannot assume DENSO is immune to this.) I plan on discussing technological changes/progress in more detail in a future blog post, so stay tuned for that.
3. One key take-away is that we must be ready to move faster. This is critical, because I’ve seen –firsthand– that our primary customer complaint is that we are too slow. (Usually while complementing our excellent quality, in the very next breath.) We, as a company – as one big 170,000+ person team – are now tasked with learning to move faster, while maintaining our quality. This is no easy task, but I know we’re up to it!
4. The buzzwords I mentioned up top are not mere words. One example that President Arima gave was about a fully automated and electric vehicle (around 10 minutes and 20 seconds into the video of his speech). Is it developed by Amazon? Google? Some new high-tech start up? No; DENSO helped to make that dream come true! This proves that we’re not all talk. We are taking action! (That was my favorite part of President Arima’s talk!)
5. Given that this is considered our “Second Founding”, I was expecting a very specific announcement. Like “We will be paring with Google and changing our company name to Den-Google!” (Not exactly that, of course!) I’m a bit relieved it was nothing that extreme, but I’ll admit: Part of me wanted some singular huge thing to stand out. I was left thinking: “OK, it’s great that we’re ready to move quickly as the industry changes…but what are the next steps?”
6. As a GM resident engineer, I’m seeing and hearing first-hand GM strongly pushing the direction of autonomous vehicles, and electrification, as part of their Zero, Zero, Zero policy. This meshes well with DENSO’s future plans. It’s an encouraging sign to see that more big companies (like GM and us!) are aligning about the future. Internal Combustion Engines are not going to be completely gone for some time now…but the future truly is going to be autonomous and electric vehicles, which changes everything.
7. I’m starting to see more and more indications that the “automotive industry” has become the “mobility industry”. This makes sense. It’s not just about personal vehicle ownership, anymore. Even in one of my links above, regarding DENSO’s long term plans: The word “automotive” is mentioned 3 times. The word “mobility” is used 5 times.
8. It was a very lovely time meeting people from different regions at DENSO! Everyone seemed to have a great time, overall. Even an introvert like me had a good time, and I’m glad that I went. If you ever find yourself invited to a global event like this in future years, I recommend that you jump at the chance! You’ll find that you have a lot in common with people from other regions; we share a lot of the same challenges in our day to day life.

Agree or disagree with me? Or want to share your thoughts on the message? Please leave your comments, below!

Meet Dustin Mitchell, DENSO engineer and blogger. DENSO is committed to a culture where every associate’s diverse talents and strong passion enable us to contribute to a better world. What’s at your core? What are you passionate about? What drives and motivates you? We want to hear from you.

DENSO Spirit has been our guiding principles, the foundation, behind our innovation, quality, determination, and customer focus over the past 70 years.

As DENSO has grown to more than 170,000 people, 220 facilities, operating in 35 countries and regions around the world, we have drifted from our spirit.

In his New Year message, President Arima challenged: “Because we are busy, are we missing our foundational spirit? Are we avoiding risks?”

To achieve our long-term policy goal, and lead a transformation in the automotive industry, Arima challenges associates to go back to our spirit – strengthen our understanding and practice of our guiding principles. He redefines the DENSO Spirit values to help bring them to life for associates:

Think Things Through

“‘Thinking things through’ means identifying the deeper meaning behind the issue, not just looking at the surface. I want you to think, think and think through with a future-oriented view,” Arima said. “The more you think, the more you see what you should do.”

Come Together

“When we gather our individual power, we can maximize our performance, make changes and keep on challenging.”

Get Things Done

“When you find what you should do, then get things done. The bigger dream you have, the bigger challenge you will face. You are the owner of your dream. It is your job.”

Watch videos on how our Mexico team is thinking things through, coming together and getting things done.

Over the past 70 years, we have become one of the largest automotive suppliers in the world. We did this through our strong foundation of DENSO Spirit – building trust (Credibility), looking to the future to provide advanced technology and value to our customers (Foresight), and working together (Collaboration).

To understand where we are today, and what we need to do to navigate the changing future, in his New Year message, President Arima asked associates to reflect on DENSO’s history and foundation.

“DENSO Spirit was our engine to craft our future. Because we are busy, are we missing our foundational spirit? Are we avoiding risks,” Arima challenged.

As the automotive industry undergoes a radical transformation with autonomous driving, electrification, car sharing and more, President Arima asks associates to find their spirit once again.

We call it our second founding.

Stay tuned to learn more about President Arima’s message, his vision for our future, and expectations for associates.

In Japan, every year, associates look forward to the president’s New Year message. Associates are eager to hear about the company direction and president’s expectations for associates moving forward.

This year, President Arima gave his New Year message in a different region – North America – and, presented to a global audience. Why?

DENSO is about to change.

In his introduction to President Arima, Ken Ito, president and CEO of DENSO International America, explained why Detroit and North America was a symbolic location for DENSO’s first global New Year Ceremony outside of Japan:

“More than 100 years ago Henry Ford launched the first assembly line down the street from this very building. That innovation helped spark a radical transformation of both manufacturing and society. It gave people freedom of mobility and changed the way people worked and lived.”

President Arima ‘s message echoed President Ito’s words:

“DENSO is about to change. Why are we changing? Because we are facing a great transformation in society.”

He talked about the radical transformation the automotive industry is undergoing. Today, autonomous driving is becoming a reality. Products are changing with electrification. Cars are no longer only for transportation; they’re connecting people to infrastructure and home life.

“Who will make these dreams come true,” Arima challenges. IT companies such as Amazon or Google? No, DENSO. We have a power to make things true in the real world.”

Stay tuned to learn more about President Arima’s message, his vision for our future, and expectations for associates.

On January 9, more than 400 associates from around the world gathered in the Detroit area for DENSO’s first Global New Year Ceremony event. Check out highlights from the event below, and shout-out to all the people who helped make it a success.

Stay tuned throughout the month to learn more about President Arima’s message, his vision for our future, and expectations for associates.

Highlights

For the first time in DENSO’s history, President Koji Arima delivers the New Year Message to associates from North America.

Associates pack more than 500 toiletry bags for The Children’s Center, with the help of DENSO Cobotta robot.

Old friends and new: Associates of all levels, and from various regions around the world, strike a pose at the photo booth to commemorate their experience.   

Celebrating Brand Champions: The New Year Ceremony Project Team present special gifts to representatives from AFCO and DWAM, and to President Koji Arima, a WWE fanatic

More photos and videos coming soon!

Thank You Volunteers!

Great Job Project Team!

DENSO announced its financial results for the first-half ending September 30, 2018 for fiscal year ending March 31, 2019:

Global Results

• Consolidated revenue: US$23.1 billion, a 11.1 percent increase from previous year
• Consolidated operating profit: US$1.3 billion, a 25.5 percent decrease from previous year

“DENSO’s revenue rose due to an increase in global vehicle production in spite of natural disasters. In addition, newly consolidated subsidiary, DENSO TEN, contributed to growth in revenue. Operating profit decreased due to transient profit in the last fiscal year, variance of periods in collecting expenses and increase in investment for future growth toward becoming a leading mobility supplier,” said Koji Arima, global president and CEO of DENSO Corporation.

North American Results

• Revenue: US$5.3 billion, a 10.2 percent increase from previous year
• Operating profit: US$136.5 million, a 25.5 percent decrease from previous year

In North America, sales expansion led to the increase in revenue. Operating profit decreased due to the increase in expenses for R&D and investments for expanding production capabilities.

Key Terms

• Revenue: This is our income; it’s all the money DENSO receives from business activities, like selling products to our customers.
• Operating Profit: The money DENSO makes after subtracting expenses from our revenue. Expenses are the costs to keep our business running, like office supplies, utilities, payroll and more.
• Consolidated: This describes the total, combined revenue or operating profit made my DENSO Global Headquarters, and its majority-owned group companies and affiliates.

Click here to view DENSO’s financial forecast and financial results for other regions.

As you likely heard, we recently announced DENSO’s second founding. What does this mean? It’s our largest shift in business strategy in our 70-year history to face the rapid changes in the automotive industry, the competition, ensure future success and achieve our 2030 goals. To learn more about DENSO’s vision and commitment to becoming the leading global mobility supplier, click here for the full news release.

With the news now public, DENSO’s North America President, Ken Ito, and Senior Vice President of Engineering Bill Foy spoke with leading industry news publication Automotive News about DENSO’s transformation. Ito said it’s important for the company to innovate with new technology, but also to enhance our current offerings.

“Our question is how we can transform our commodity products by adding value,” Ito told Automotive News. “For example, the air conditioner. As it is today, it could become a commodity. But in the future, instead, it could be combined with safety functions to add value, or combined with the functions of autonomous driving. We are focused on finding new value.”

The article also shares more details about DENSO’s renewed R&D and technology focus, which includes cloud computing and artificial intelligence. Still, Foy said even as DENSO moves into new fields, it will not abandon the many product areas that have been – and still are – critical for automakers.

It is this unique expertise and capability in legacy technologies and new ones that position us well for the future and will allow us to achieve our Long-Term Policy 2030. Everyone has an important role to play in our strategy shift and as we continue to shape the future of transportation – from car sharing, to automated driving and connecting cars and cities.

Read the Automotive News story here.

The automotive industry is facing a time of change. As we learn to integrate and develop connected, autonomous and electric vehicle technologies, we need to shift our approach to work and how we do business.

“Companies need to move very quickly, perhaps at ten times the previous speed, to meet the new market demands,” according to DENSO Vice President Britt Autry.

Located in Maryville, Tennessee, Autry oversees manufacturing of electronic parts, metric improvement for our suppliers, and efficient conveyance operations for parts and products in our network. This month, Autry sat down with Manufacturing Leadership Council to discuss how DENSO’s core foundation will help strengthen its competitiveness.

“DENSO established the tagline ‘Crafting the Core’ which means knowing your core strength and leveraging it for achievement. Manufacturers that have an established and sustainable core will have the best opportunity to succeed. Also, companies that strategically leverage external expertise can better align their organizations with the next opportunities.”

Autry also touched on his leadership philosophy, and what he believes our leaders need to help DENSO succeed:

“With advancements in information technology, one of the challenges for leaders is to keep the primary focus on workplace engagement. I use a “3L” concept that stands for Listening to others, Learning from the environment around you, and Leading the organization. Leaders have to develop good personal relationships as well as continuously scan industry developments,” said Autry. “Company leaders must articulate a clear vision based on emerging information, guide the organization achievement through inspiring the team, and strengthen competitiveness.”

Read the full interview here.

At the 2018 Consumer Electronics Show (CES), we talked to Ridecell & ThinCI about our strategic partnerships & business opportunities. Our Senior Vice President of Engineering Bill Foy, and Tony Cannestra, director of Corporate Ventures, also weigh-in on why DENSO is partnering up.

You’ll hear more about our partnerships with these companies & others in months to come—stay tuned!

DENSO’s Silicon Valley (Calif.) office opened in 2011 to focus on emerging areas of advanced software technologies and to pursue venture capital investments.

Bill Foy, senior vice president of Engineering at DENSO, and Tony Cannestra, director of Corporate Ventures, talk about why venture capital is an important, strategic move for DENSO.

Not only does investing in entrepreneurs and startups allow us to strengthen and grow our core automotive business, it allows us to branch out into new, emerging technology and non-automotive business areas. It also pushes DENSO to think differently.

Learn more from Bill and Tony in the video below:

By 2050, our population will reach an estimated 9 billion. At that rate, the amount of CO₂ and human waste is predicted to rise to 4 times the Earth’s natural ability to self-clean. Earth will become uninhabitable.

DENSO is committed to improving Earth’s health. EcoVision 2025 is our 10-year environmental policy and action plan to help resolve environmental and energy issues and conduct business in harmony with nature.

Bob Townsend, DENSO’s vice president of External Affairs, shares more about our vision to help preserve our planet.

Why did DENSO create EcoVision 2025?

Concern for our environment is not new. DENSO originated in rural Japan, and it was there we learned important lessons about our environmental impact. Early in the company, we accidentally released drainage into farmland, destroying crops. After that, we made a commitment that such an accident would never happen again.

We launched the first EcoVision policy in 1997, so this initiative has been in place for more than 20 years.

How does DENSO’s plan help create sustainable communities?

As a member of the automotive industry, we have two potentially negative impacts on society. Traffic accidents, and a lot of our efforts are focused on improving safety, and the environment. As a company, we want to reduce that impact on the planet.

To achieve this, our products, factories, associates and management all play a critical role in our 10-step action plan, which targets three primary areas: Energy, Clean and Green.

What are the main objectives for EcoVision 2050?

The 10-step action plan is designed to help us achieve three primary objectives:

• Reduce CO₂ emissions by half with technologies that resolve global warming, energy, and resource issues.
• Promote continuous improvements with the aim of reducing the impact of environmentally hazardous substances, emissions, and waste by half.
• Conduct corporate activities that align with nature through the promotion of biofuel research, agricultural support, and other environment-related new businesses.

How will we make our products cleaner?

Within product development, DENSO will contribute to reducing CO₂ emissions from vehicles through the development of new technologies and products that improve fuel consumption and are compatible with a variety of fuels. As we develop new product lines, we’ll develop smaller and more efficient equipment to shrink our impact.

How can we make our plants greener?

We will promote reductions in waste and resource usage within logistics and at factories. One thing to keep in mind – if your plant is doing something successful, share it! We can learn from each other.

For example, our plant in Tennessee uses a small ice machine on-site to make ice at night. In the morning, the ice is used to cool equipment, reducing hazardous waste and overall energy use. And in Guelph, our factory recently replaced all its florescent lights with LED equivalents, generating 240 tons in CO₂ savings.

How can associates make an impact?

We try to raise environmental awareness among our employees and their communities. We’ve been organizing events that promote improved employee awareness and engagement. Environmental education is critical to ensure that we’re all engaging in activities that preserve the environment and create sustainable societies.

At DENSO Manufacturing Athens Tennessee, we established a community EcoPark. The 11.5 acres draws local students and families to relax and enjoy nature, and provides opportunities to learn about recycling, composting, pollution prevention and much more.

In addition, I would encourage all our associates to consider low-carbon transportation, educate themselves about how to be more consciousness about the choices that impact the Earth, and volunteer their time toward environmental protection activities.

Anything else to add?

I love talking about EcoVision. It’s part of who we are, it’s the right thing to do, it shows our associates and future workers how we’re contributing to the environment and society overall. Transportation and mobility is changing quickly, and so are people’s expectations of the companies they work for and partner with. DENSO plans to stay at the forefront of both.

This month, more than 200 leaders from across the globe headed to DENSO’s global headquarters in Japan for the annual Global Leadership Conference. Leaders showcased new activities in their regions, discussed challenges, and talked opportunities as we all work toward our global long-term 2030 vision, and 2025 goals.

Click on the video below to hear Kara Grasso, vice president of Sales in Southfield, Mich., share an overview of the topics and themes from this year’s global conference, including what North America presented.

For North America, Bill Foy, senior vice president of Engineering, presented on the importance of our role globally for DENSO, and our plans to strengthen regional management. The automotive industry is shifting to focus more on electrification, connected and autonomous technologies. This shift is being led mainly in the North America region, which is why DENSO in North America is in a position to play a bigger role in these areas for DENSO globally.

With the introduction of DENSO’s Crafting the Core brand, you’re going to be hearing a lot about what’s at the core of DENSO. And you can rest assured that there’s a lot there. Our associates are the core of everything we do. Our unwavering commitment to quality and safety is at the core of products. Our company strives to be a core part of our communities. And there’s much more. Since you are what’s at our core, we want to know what’s at your core. What drives you to wake up every day, head to work and ensure nothing but the very best products go out our doors bearing the DENSO name?

Scroll down and submit your story using the red “contact us” button on the bottom left hand side of the page.

DENSO announced its global financial results for the first half of the fiscal year that ends March 31, 2018:

• Consolidated revenue totaled 2,363.5 billion yen (US$21.0 billion), a 8.6 percent increase from the previous year.
• Consolidated operating profit totaled 204.4 billion yen (US$1.8 billion), a 43.3 percent increase from the previous year.
• Consolidated profit attributable to owners of the parent company totaled 154.2 billion yen (US$1.4 billion), a 58.2 percent increase from the previous year.
• Annual dividend payment will be 130 yen per one stock, a 5 yen increase from the previous forecast on each of interim and fiscal year-end

“DENSO’s revenue increased due to an increase in vehicle production, as well as sales expansion. DENSO’s operating profit also saw an increase due to the production volume increase and company cost reduction efforts,” said Koji Arima, president and CEO of DENSO Corporation.

In Japan, a rise in vehicle production resulted in an increase in revenue to 1,406.9 billion yen (US$12.5 billion), an 8.9 percent growth from the previous year. As a result of the increase in production volume and cost reduction efforts, the operating profit totaled 105.5 billion yen (US$935.8 million), a 100.7 percent increase from the previous year.

In North America, a sales expansion led to an increase in revenue to 548.1 billion yen (US$4.9 billion), a 6.1 percent increase from the previous year. On the other hand, the operating profit totaled 20.8 billion yen (US$184.5 million), which resulted in a 29.5 percent decrease from the previous year due, which is attributed to depreciation increases.

In Europe, the slight rise in vehicle production by the moderate recovery of the market led to an increase in revenue to 309.9 billion yen (US$2.7 billion), a 10.6 percent increase from the previous year. Due to depreciation increases, operating profit decreased to 8.9 billion yen (US$78.7 million), a 5.1 percent decrease from the previous year.

In Asia, an increase in both vehicle production and sales expansion resulted in an increase in revenue to 619.2 billion yen (US$5.5 billion), a 14.8 percent rise from the previous year. As a result of the increase in production volume, an operating profit totaled 62.8 billion yen (US$557.5 million), a 36.3 percent growth from the previous year.

In other areas, mainly the South American region, including Brazil and Argentina, revenue totaled 40.4 billion yen (US$358.7 million), a 32.7 percent increase from the previous year. The operating profit totaled 7.1 billion yen (US$62.8 million).

“After considering our first-half financial results, and the latest movement in the foreign exchange markets, we have revised up our full-year financial result forecasts. We also revised up dividend payment for both of interim and fiscal year-end,” said Koji Arima.

(Foreign exchange rates used for the full-year are US$= 111 yen, Euro= 126 yen)

Forecast for Fiscal Year Ending March 31, 2018