Constructing a Digital Management Platform
To contribute to the expansion of social innovation businesses and to the realization of digital management, we aim to build a digital management platform that will be shared throughout the Hitachi Group. Even as we expand our company scope and portfolio, this shared platform will provide information for growth and keep costs down.
We are moving forward with efforts to establish and widely distribute digital tools and solutions for business reforms and for making business more efficient.
We continue to provide support for the standardization of core operational processes and for making ongoing operations more efficient. These goals are accomplished, for example, through the sharing of case studies and knowledge and through the expansion of templates.
Throughout the Hitachi Group, we are promoting more efficient operations via the introduction of RPA#2. To this end, we are engaged in efforts to establish shared platforms that allow us to see the effects of consolidated management, as well as guidelines for stronger governance, in addition to administering RPA user meetings that assemble persons promoting RPA within the Hitachi Group. As a result, RPA has been introduced to a cumulative total of 120 departments as of the end of FY 2022, helping to reduce work hours by about 670,000 hours. We are aiming for even greater expansion in the future. In addition, we are focused on the potential of generative AI#3 technologies and are promoting the safe and effective use of those technologies.
In FY 2021, we began promoting visualization and analysis of operational processes by utilizing process mining.
Regarding the IT departments' efforts to promote the standardization of core operational processes and introduce a shared ERP#4 platform, we are optimizing the “Fit to Standard#5” approach through the application of process mining in the analysis of current operations. With respect to the operational issues discovered through this analysis, we have been moving forward with operational improvements that make use of tools to increase the efficiency of operations, such as RPA.
We aim to accelerate DX and develop an innovative corporate culture by promoting DX to regular employees, so that they can handle a variety of different operations (in fields such as manufacturing, procurement, and finance) without having to rely on IT specialists.
In April 2023, we defined the levels of employee skills and the processes for improving employee skills required for data utilization. Since then, we have been providing learning materials, tools, and assistance necessary to develop DX human resources.
