Last month I made a presentation at the OESA 2011 Annual Conference about the outlook of the automotive industry, and was asked to outline Aisin's strategies necessary to succeed in 2020. The conference was attended by nearly 700 CEOs, presidents and other executvies, and Michigan Governor Rick Snyder delivered the opening remarks. During lunch, William Clay Ford also made a speech. I was in good company, indeed, and was impressed by the number and level of executives who attended from the automotive world.  

Neil Dekoker had asked me to participate on the OESA Outlook Conference Supplier-CEO Panel along with the CEOs from Dana and Stoneridge. At the time, I was in Japan and my initial reaction was to decline. However, after consideration and discussion with AWA's External Affairs Department, I agreed to do it. My motivation was to represent the company at this high profile event; share strategies of Aisin as a major Japanese Tier One; and provide more exposure to the company to increase our brand awareness.  

In 2020, we will be faced with changing markets and new market demands. Mr. DeKoker asked for my thoughts on the global automotive industry and outlook for the next decade, and what it takes to succeed. Here's the short list:  

Quality First
Regardless of where we operate, Quality First in all regions is our fundamental management principle.  

Technological Innovation
New technological development takes extensive commitment and capital resources in R&D.  Forty years ago, Aisin became one of the first Tier Ones to construct its own integrated test track. Now, we own three, which is more capability than many OEMs.  

Monozukuri (Manufacturing Excellence)
From the standpoint that quality assurance is founded in human resources, significant efforts are made with monozukuri. The Aisin Technical Academy, Global Skills Practice Center and Monozukuri Workshop are set-up so team members from around the world can refine their skills at assuring manufacturing excellence and quality.  

Efficiency
Efficiency is more than physical improvements and cost reduction, it is also efficiency of corporate structure, efficiency of investments, efficiency of development, and efficiency of kaizen-activities of more than 73,000 team members.  

I'm pleased to report that my speech was very well received by the OESA audience and I received many compliments. and, thankfully, even the jokes that I sprinkled into the speech worked. However, I plan to stick to the automotive business as I'm reasonably sure I have no future as a comedian.  

Regarding the OESA Outlook Conference… I have to say this was a special experience. There are very few venues in Japan where I would be asked to speak in front of nearly 700 executives and represent AWA and its team members. Overall, I left with a good impression and hope in some small way, my presentation at the OESA Conference will contribute to assisting our company as it continues to do great things in the industry and community, alike.

Sincerely,
Masayasu "Mike" Saito