This year, for the 51st Earth Day, DENSO encourages all associates to take action to help the environment. Whether small or big changes, every action is important.
Shoutout to our DENSO associates across North America who are organizing events for environmental awareness and action!
DENSO Manufacturing Michigan
The Environmental Department team is at main entrances this morning with pledges regarding water, waste and energy/greenhouse gases – associates can sign to pledge their commitment to help improve our environment.
DMMI is also supporting two (2) volunteer events, encouraging associates to help out in the local community: City of Battle Creek Linear Park Clean-up on April 24, and Adopt-a-Highway Volunteer Clean-up which was held April 17.
DENSO Manufacturing Canada
DMCN is hosting a challenge for DENSO families, challenging kids to build a DENSO robot using only recycled materials from home. The Robot Building Contest runs through April 28.
Let us know in the Comments how you’re spreading environmental awareness or taking action to help our Earth.
We are pleased to share that DENSO is sponsoring SAE International’s 2021 WCX Digital Summit, taking place April 13-15. The sponsorship helps DENSO connect with industry leaders, while advancing the conversation of how the automotive world can create safer and more sustainable mobility through innovation and working together.
DENSO’s presence at this year’s show will include:
To register, go here: https://bit.ly/3e19GpU
“I look forward to not only sharing how edge computing contributes to intelligent transportation systems, but also learning from other presenters about how they’re tackling our industry’s biggest issues,” said Berg. “SAE WCX is always a great give and take, underscoring the need for all of us to leverage each other’s strengths to make mobility cleaner, safer and more efficient.”
This year’s event arrives as DENSO is recommitting to its two great causes: “Green” – acting environmentally friendly – and “Peace of Mind” – creating seamless and safe mobility for all. This is part of Reborn 21, the company’s internal plan to build a leaner and more robust corporate structure and respond flexibly to new market needs. It will also propel DENSO toward its Long-term Policy 2030, focused on enriching mobility and the well-being of society.
Beyond 2030, DENSO aims to become carbon neutral by 2035. To accomplish this, the company is focusing on three areas: manufacturing, mobility products and energy use. DENSO has already begun the effort, recently launching its first CO2 plant at its Anjo Electrification Center in Japan to capture and recycle carbon and help power the facility.
Today we announced DENSO is sponsoring and attending the National Society of Black Engineers’ (NSBE) 47th 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
Global President Arima shares his New Year message with associates in a single Kanji: “Katsu”. President Arima explains three meanings behind the word:
This is his hope for DENSO and our associates in 2021!
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.
As DENSO increases production, employee safety remains our number one priority. Not all employees are headed back to the office or plant all at once, but each DENSO location has worked hard to follow local government orders and safety protocols, and put specialized measures in place that will protect everyone on site. See how we’re putting the health and safety of our employees first while supporting the industry restart!
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.
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.
By accurately anticipating social needs, DENSO has created competitive products with a commitment to world-firsts. Our R&D activities are the foundation that allows us to create products and technologies in a wide range of industries. To create optimal products in each region, enhance the appeal of automobiles and contribute to the future automotive society, we operate technical centers and laboratories around the world.
Our Long-term Plan is a checkpoint in our journey to our Long-term Policy. But what will keep us on the right path to our Long-term Plan? Our Mid-Term Plan. With 2022 targets of ¥5.6 trillion and an operating margin of more than 8%, it focuses on three perspectives:
With these in the forefront of our minds, we’ll head into 2022 with the foundation necessary to reach our goals for 2026 and beyond. Let’s go!
We have a robust Long-term Policy that requires focus on the activities that will drive us to achieve our goals. As outlined in our Long-term Plan, we need to focus on these four fields:
For more details and explanation about each, click here.
With a keen focus on these four areas, we’ll not only reach our goals, we’ll contribute to the improvement of industrial and social productivity. Let’s go!
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:
These two reforms will internally align us to work stronger and faster. To learn more, click here.
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:
What do these mean? Click here to learn more. Let’s go!
Since DENSO was founded in 1949, we have taken our responsibility to society – both people and the environment – seriously. Throughout the years, this mindset and dedication has grown. Today, our commitment to sustainability is woven in many of our foundational and corporate initiatives. DENSO Philosophy. Long-term Policy 2030. It’s part of who we are.
That is why we deeply consider the impact our company has on global social issues and how we can address these issues. Developed by the United Nations in 2015, the Sustainable Development Goals (SDGs) are a way we can categorize, or focus, our efforts to ensure what we do and how we do it has a cumulative positive impact on global issues.
SDGs, a blueprint to achieve a better and more sustainable future for all, are 17 goals and 169 targets that address the global challenges we face and interconnect so that no one is left behind. This mindset – to provide a better future for all – is mirrored in the slogan of our Long-term Policy 2030, “Bringing hope for the future for our plant, society and all people.”
After initial discussions about the meaning of SDGs and how they link to company goals, leadership at DENSO Mexico wanted to educate managers about these goals and their importance. With the help of an external SDG consultant, a 1-hour workshop was held for 60 associates from the general manager and above levels. In addition to getting a high-level view of each of the SDGs, attendees also learned best practices and implementation activities from other companies, institutions, special projects and individuals.
After some time to reflect and discuss the SDGs and how they impact DENSO Mexico, the 60 attendees were tasked with linking SDGs to current activities and 2020 plans.
In this article series, we’ll highlight DENSO activities that support these SDGs – if you have an activity you’d like to see highlighted, please email firstname.lastname@example.org.
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:
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:
Together, we will get there. Let’s go!
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.
The first female CEO of a major global automaker was appointed just five years ago. In Silicon Valley, 95% of the tech workforce is white males. Fifty-four percent of employees believe their employers could do more to promote gender equality.
Diversity and inclusion are issues that permeate all industries, not just automotive. At DENSO, we are taking active steps to change that narrative.
That’s why today, we are thrilled to announce we have named Denise Carlson, vice president, North American Production Innovation Center and Safety, Health and Environment, as Executive Lead of North American Diversity and Inclusion (D&I). Carlson, who was one of the first female engineers hired at DENSO, has been a part of DENSO for nearly 25 years.
We spoke to Denise on her new role and how D&I will help us reach long-term goals and shape the future of mobility.
Why is diversity and inclusion important?
First and foremost, accepting and respecting people of all races, ages, genders, ethnicities, backgrounds and cultures is the right thing to do.
Second, embracing D&I is one of the best ways to spark innovation. When we bring together diverse groups of people, it opens our eyes to the fact that there is always more than one way to achieve the same goal. Diverse groups offer unique perspectives to difficult challenges, break the cycle of inside-the-box thinking and bring great new ideas and opportunities to the table, which is critical for a company wanting to innovate.
This is particularly important for DENSO. We’re undergoing tremendous change – from a shift in business strategy to a focus on software-based solutions. Constant innovation is crucial if we want to remain competitive and best serve our customers.
What are you most excited about in your new role?
To start, I want to say that creating this position is a significant and symbolic moment at DENSO and I’m honored to be a part of it. Yes, we have D&I efforts already in place, but this shows the world we have a stake in the ground to truly progress in this area.
I am looking forward to working closely with our manufacturing facilities across North America to align on what D&I is, our goals and why it needs to be an integral part of daily functions. My hope to eventually create a work environment where diversity and inclusion is no longer a topic of discussion – because it’s engrained in the way we do business.
What does DENSO currently do for its D&I efforts?
In 2016, DENSO established the North American D&I Council to develop a three-year strategy to create and implement a culture of inclusion that promotes the diversity of all associates. We currently have D&I training for leaders at every level to strengthen understanding of D&I. At DENSO, our leaders are the champions behind this effort. They are committed to fostering an inclusive and diverse environment.
Other action items include:
Finally, it’s important to point out that diversity and inclusion are two separate things. Diversity is the collection of our similarities and differences based on characteristics that we are born with, experiences we have had and choices we have made. Inclusion occurs when people are welcomed, valued, respected and heard.
There’s more to do to be sure, and I look forward to working with associates around the country to lead that charge.
To read the press release announcing Denise’s new role at DENSO, click here.
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.
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.
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.
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.
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.
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.
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.
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
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.
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.
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.
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:
“‘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.”
“When we gather our individual power, we can maximize our performance, make changes and keep on challenging.”
“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.
DENSO’s long-term policy, which was launched last year, guides the company toward our 2030 goal: to create and inspire new value for the future of mobility.
As a company, DENSO announced a shift in business strategy, expanding into software-based solutions in addition to our hardware expertise. This pushes our focus beyond car parts, looking at services like car sharing, and software and technologies that advance mobility (connecting cars, people and things to improve freedom of movement).
Shifting our strategy is only the beginning. In his New Year message and in our long-term policy, President Arima stresses the importance of our people to craft the future.
“To overcome this paradigm shift, which is bringing about unprecedented change, and realize further growth, all of our associates must be keen on anticipating change and taking on new challenges under the strong conviction of delivering new value to the world,” Arima states in the long-term policy. “We view this period of change as the era of our second founding, and I believe that each of our associates must take action by carrying out their [commitments] in a highly energetic manner if we are to accomplish this second founding.”
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.
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!
Every year, DENSO’s president shares a special New Year message to set the company direction, unite and inspire DENSO’s associates globally. This year was different.
For the first time in our company history, DENSO’s Global President Koji Arima gave his speech in a different region – North America. On January 9, more than 400 associates from DENSO locations around the world gathered in the metro Detroit area to hear his message in person. President Arima’s message was also live streamed to all of DENSO’s 170,000 associates across the globe.
In his speech, President Arima talked about DENSO’s second founding, the largest shift in business strategy in DENSO’s 70-year history, his vision for DENSO, and expectations for associates.
Missed the live stream?
Watch the full video of President Arima’s speech below. (approximate time: 30 minutes)
What did you think of President Arima’s message?
Share your comments below! What inspired you most, what questions do you have, what will you do differently in 2019.
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.
Earlier this month, associates drove a Lexus RX equipped with DENSO’s Advanced Driver Assistance System (ADAS). The active driving system can take over a vehicle and assist in avoiding traffic accidents, should a driver be distracted. Associates drove the vehicle at 15 mph toward a target and within seconds, ADAS stopped the car and protected the passengers.
The event showcased the impact of quality for associates and showed first-hand how producing a quality product plays a critical role in the future of mobility.
Hear what associates had to say about their experience:
DENSO’s goal is to always be an industry leader. To do this, we need to look beyond daily targets; we need to shift our thinking, our approach to work, and the way we talk about ourselves.
To start, Global Headquarters distributed a news release about DENSO’s Long Term Policy 2030. Launched last year, the Long Term Policy 2030 is our vision and commitment for the future. It signifies our commitment to change and guides our company toward our 2030 goal: to be a global mobility supplier.
This is DENSO’s second founding. DENSO is making its largest shift in business strategy in its 70-year history to face the drastic changes in our industry, new competitors, and ensure our stability and success for the future.
To achieve our vision, DENSO needs to move beyond the impossible and change our mindset. And, we need the engagement, creativity and passion of all our associates to accomplish this.
While you may have seen or heard some information about our global vision over the past year, it hasn’t been enough. You’re going to hear more about our vision for the future over the next several months.
Click here to read the release and learn more about the changes DENSO’s making to achieve our 2030 goal.
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!
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:
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.
As part of our strategy to create a future with frictionless mobility, DENSO acquired a startup called InfiniteKey, Inc., a mobile phone software maker. From start to finish, the acquisition closed in three short months and now, working alongside InfiniteKey, we have the technology, patents and R&D resources to create a headache-free driving experience.
DENSO is taking an aggressive approach to supporting startups and technologies we view as significantly valuable for the future of the transportation industry. Whether it’s through direct investment or acquisition, we will find a way to support and partner with companies to help transform mobility.
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.
Engineer (Southfield, Mich.)
Collective Love: It’s our job, collectively, to infuse love into our products, to be thoughtful in the design, evaluation and production. We must ensure the safety of our end-users, our loved ones.
Community Affairs (Southfield, Mich.)
Our Future: My role within DENSO is to create opportunities to support talent development, student engagement, community outreach, and road safety awareness. In this role, I’m actively working on projects for the future of DENSO, our communities and my own family.