Interview with Matsumoto Tekko's President, Sugihara Yuta
Matsumoto Tekko Co., Ltd., a long-established company with over 50 years of history, is active in the cutting-edge field of robotic systems.
Additionally, they are proactive in new initiatives such as personnel evaluation systems and using tablet devices for work.
I interviewed the president of Matsumoto Tekko Co., Ltd., Sugihara Yuta, to discuss the company's characteristics and strengths, the type of personnel they seek, the reasons for revamping the personnel evaluation system, and their aspirations for the future.
Matsumoto Tekko's job is to "breathe life into robots"
What kind of company is Matsumoto Tekko?
Sugihara
Matsumoto Tekko currently has 15 employees. Including part-time workers and employees from partner companies, the total scale is about 100 people.
The main business is the manufacturing of industrial robot systems that are introduced in various manufacturing fields.
We design robot systems according to the products, manufacturing processes, technologies, and work environments of our client companies, manufacture the robot systems in-house, and install them at the clients' manufacturing sites.
Additionally, we handle maintenance and repairs after installation, and when situations change from the time of introduction, we also improve the robot systems accordingly.
Companies like ours that develop industrial robot systems are referred to as "robot system integrators" or "robot SIers."
The Japan Robot Association, to which we belong, describes robot system integrators as "jobs that breathe life into robots," and that is indeed the case.
Being located in a rural area and having extensive experience in industrial robots are Matsumoto Tekko's strengths
I believe there are other companies in the same industry across the country, but what are Matsumoto Tekko's strengths and differences from other companies?
Sugihara
To put it simply, it is "being based in a rural area" and "having extensive experience in industrial robot systems."
Robot system integrators are mostly found in urban areas like Osaka.
However, urban areas inevitably have limited space for a single company.
Without sufficient area, it becomes difficult to install large equipment or manufacture large robots.
On the other hand, our company is located in the suburbs of a regional city.
Therefore, we have a large site area and a spacious workplace.
We are well-equipped and can manufacture large robots.
This is a strength unique to local companies.
What about the other strength, the extensive experience in the robot business?
Sugihara
Our company started with robot maintenance services, and including that, we have over 30 years of history.
Not only do we have long experience, but we have also been involved in various fields of robot systems.
Because of this extensive experience, we can consult and make proposals for robot systems in any industry.
Moreover, from consultation to proposal and design, as well as manufacturing, assembly, installation, and maintenance and repairs after introduction, we handle everything in-house, which is a significant strength.
Since we do everything in one company, we receive feedback that clients can trust us to handle their needs.
Revamping the personnel evaluation system to connect work results and evaluations across generations
The personnel evaluation system is unique, but has it been around for a long time?
Sugihara
No. Previously, it was a typical seniority-based personnel system.
Since I became president, I have felt the need to revamp the personnel system.
So, I boldly started to change the personnel system.
However, at first, I couldn't create the system I envisioned, and after listening to employees, it took about three years of trial and error to finally arrive at the current personnel evaluation system.
Changing a system that already exists must have required a lot of effort and faced opposition. Why did you go through with the change?
Sugihara
I feel that a lot is lost due to the problems associated with seniority-based systems in modern times.
With seniority-based systems, younger generations are inevitably at a disadvantage.
In a seniority-based system, even if younger generations receive high evaluations, it is difficult for those evaluations to translate into corresponding results, such as salary.
That can demotivate younger generations.
Since younger generations are the ones who will support the future, it also impacts the company's future.
The goal was to create a personnel evaluation system that does not disadvantage younger generations and fairly evaluates all generations, reflecting that in their salaries.
Another reason for the system reform was to make it clearer.
The previous personnel evaluation system was opaque regarding who evaluates whom and how.
Additionally, it was unclear how much evaluation would translate into what salary.
It is important to have a system that is clear to everyone.
It seems that employees are satisfied with the current personnel evaluation system.
Of course, we will continue to improve the system as needed in the future.
For example, we are currently including overtime reduction as an evaluation item.
Indeed, reducing overtime is a focus in "work style reform."
Sugihara
When it comes to overtime, there may be an impression of "earning overtime pay."
Therefore, there are discussions in society about how people will struggle if allowances decrease when overtime is eliminated.
In our company, it is the opposite.
Since we evaluate overtime reduction as an evaluation item, if someone can reduce overtime, their evaluation goes up, resulting in a positive outcome.
However, in our company, depending on the job type, there may be business trips, and overtime or holiday work may inevitably occur.
Items that are unavoidable, like business trips, are treated separately from overtime and are not included in the evaluation.
We evaluate those who have less overtime and those who strive to reduce it.
Technical sales positions require advanced knowledge, a necessary job for the future
What positions is Matsumoto Tekko currently recruiting for?
Sugihara
We are conducting new graduate recruitment, and we are also currently recruiting for technical sales positions as part of our career hiring.
We have few employees in their 30s, so we are looking to balance the age distribution.
What are the job responsibilities of technical sales positions?
Sugihara
The technical sales position involves listening to customer requests, discussing with the factory manager on-site, and proposing and estimating robot system equipment that fits the customer's needs.
Technical knowledge regarding robot systems is required, as well as skills in conceptualization, proposal-making, and negotiation.
The required skills are high, but the results can be significant.
If you work hard, a technical sales position can become the highest-paying role in the company.
Technical sales positions are important roles needed not only in our company but throughout the robot system integrator industry.
Additionally, since technical sales positions require technical knowledge, many of the employees have on-site experience.
After joining as a technical sales person, they initially work on-site for a certain period to gain experience in our company.
By the way, there are employees who become factory managers as a career path from the field, in addition to technical sales positions.
In the future, it will be about "collaboration" between humans and robots
When the topic of robots comes up, there are often discussions about how "robots and AI (artificial intelligence) will take away human jobs."
Sugihara
The general public may often hold that image.
However, Japan is facing a declining birthrate and an aging society.
The issue of labor shortages is emerging and is likely to become more serious in the future.
Manufacturing is a vital industry that supports Japan's economy.
In solving the issues of labor shortages and an aging workforce in manufacturing sites, robotic systems will play an important role.
The key point is the "collaboration" between humans and robots.
Collaboration between humans and robots?
Sugihara
In the past, the common thought was to automate almost all processes with robots.
The image of "losing jobs to robots and AI" may stem from that.
However, things are changing now.
Safety devices for robotic systems have advanced, allowing humans to be near robots safely.
Now that humans can work alongside robots, "collaboration" is becoming easier.
Originally, robots excel at "repeating the same actions accurately for long periods."
On the other hand, humans can perform flexible tasks according to the situation.
Conversely, robots find it difficult to adapt their tasks based on the situation.
Additionally, humans have physical and mental limits, making it impossible to perform repetitive and precise tasks for extended periods.
Therefore, humans and robots will divide their respective strengths and focus on their areas of expertise.
Collaboration between humans and robots can be rephrased as the division of roles between humans and robots.
Matsumoto Tekko is a local factory, but produces global products
What are your aspirations and things you want to try in the future?
Sugihara
I do not intend to drastically increase the size of the company.
I think having around 30 employees at most is sufficient.
Instead, I want to create a company where employees can earn a good income.
To achieve that, I have been experimenting with the personnel evaluation system to ensure that efforts and results are properly reflected in salaries.
My goal is for employees to feel satisfied working at this company.
Additionally, there is a phrase from an employee that has left a strong impression on me.
The phrase is, "Matsumoto Tekko is a local small factory, but our work and products are global."
I want future employees to realize that even a company that is not large and is located in a regional area of Japan can thrive on a global stage.
Conclusion
It is said that Japan's economy faces a major challenge with labor shortages.
One solution to this is the introduction of robotic systems.
I was unaware that a long-established factory in Kurashiki is active in an important field that will support the future of Japan's economy.
Additionally, it is noteworthy that President Sugihara has implemented reforms to ensure that the hard work of employees is properly reflected in their salaries, demonstrating the flexibility of a long-established company to adapt to the times.
I hope you remember that there is an interesting company called Matsumoto Ironworks in Kurashiki that is also active overseas.
Data of Matsumoto Ironworks Co., Ltd.
| Organization Name | Matsumoto Ironworks Co., Ltd. |
|---|---|
| Industry | Manufacturing (Various Robotic Systems) |
| Representative Name | Sugihara Yuto |
| Year Established | Established: 1967, Founded: 1965 |
| Address | 501-10 Urata-cho, Fukuda, Kurashiki City, Okayama Prefecture |
| Contact | 086-427-2272 |
| Website | Design, Manufacturing, Installation, and Maintenance of Various Industrial Machinery - Matsumoto Ironworks Co., Ltd. |
