CHRONOLOGY

• 1990

  • Jun.

    Appointed then-Senior Managing Director Masahiro Shinoda as President and then-Managing Director Takanori Kitano Senior Managing Director

    

    Senior Managing Director Takanori Kitano explaining about the establishment of the three systems of Profit Control, Human Resources and Information

    

    Business activities in P-D-S cycle

  • Jul.

    Capital stock exceeded 20 billion JPY

  • Aug.

    Introduced matrix management system emphasizing corporate-wide management functions

  • Sep.

    Certified as No. 1 for quality in the field of subminiature lamps by U.S. Ford

  • Nov.

    THS listed on the Stock Exchange of Thailand

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    Senior Managing Director Takanori Kitano explaining about the establishment of the three systems of Profit Control, Human Resources and Information

  • 

    Business activities in P-D-S cycle

  The Start of the DN-6, an Information System Development 6-year Plan

  　In February 1988, Stanley Electric reorganized its then-existing computer system office into the Dia Net Center to streamline business processes such as sales, engineering, purchasing, production, and accounting, and then started an information system development 6-year plan (DN-6) to develop a comprehensive information system to enable the company to identify and solve problems at an enhanced speed. After reviewing the product codes necessary for systematization, the company developed information system infrastructures to implement centralized information management based on networks and databases in stages, beginning with the launch of the production management system Phoenix in June 1989. Starting from 1996, DN-6 was replaced with Dia Net Plans '96, '97, and '98. The company made efforts to equip itself with global and more advanced information technologies for the 21st century, including the utilization of groupware and the development of intranets. These efforts led to the company's ERPs and new cost control system currently being in operation.

  

  Proposal of the DN-6, an information system development 6-year plan

• 1991

  • Apr.

    Launched a new personnel system (Stars Plan), implementing a new evaluation system and challenge target system

    The Introduction of Stars Plan (New Personnel System)

    　In April 1991, Stanley Electric introduced long-term competency-based personnel measures in order to "establish a corporate culture in which people who were aspiring and willing to learn can be respected."
    　In the 1990s, many enterprises were shifting toward a results-based system in pursuit of better results and figures. In a results-based system, however, a pay raise and rewards are hard to come by without better results, and focus tended to be on short-term gain rather than long-term growth. Then-Representative Senior Managing Director Takanori Kitano, who was leading the introduction of the Stars Plan, thought that people could not be motivated solely with a profit-centered corporate mindset. He was convinced that people were less motivated by a profit-based system and more by personal feelings. Although a results-based system was important, a singular focus on results would lead to management with an excessively short-term perspective. He therefore thought that the effective use of human resources should be a higher priority and placed emphasis on nurturing people (competency-based system). This involved the idea that an organization would change if its people changed and that a company could contribute to society if its organizations were vibrant.
    　He further hoped that this personnel management policy would change everyone's consciousness. More specifically, he wanted each individual to recognize that working with passion, interest, and responsibility for his or her growth would lead to the happiness of everyone, the company, and society.
    　The Stars Plan was a reflection of these thoughts on management system. Under this system, evaluation processes were made visible to ensure impartial, reasonable, and valid evaluations were conducted by two categories: competency and performance. Further, employees received direct feedback on their evaluation results. Also, new qualification and wage systems based on a competency-based system were introduced. The Stars Plan was also gradually introduced to overseas affiliated companies.

    

    STARS Plan

  • Jul.

    Research and Development Corporation (currently Japan Science and Technology Agency) certified the successful development of the manufacturing technology of CSH-LCD

    

    CSH-LCD certified as a successful development by the Research and Development Corporation

  • Aug.

    Opened the Yokohama Technical Center (YTC)

    

    Ribbon cutting at the opening ceremony of the Yokohama Technical Center

  • Nov.

    Launched multi-reflector fog lamp, RAYBRIG R011

  • 

    CSH-LCD certified as a successful development by the Research and Development Corporation-LCD

  • 

    Ribbon cutting at the opening ceremony of the Yokohama Technical Center

  The Introduction of Stars Plan (New Personnel System)

  　In April 1991, Stanley Electric introduced long-term competency-based personnel measures in order to "establish a corporate culture in which people who were aspiring and willing to learn can be respected."
  　In the 1990s, many enterprises were shifting toward a results-based system in pursuit of better results and figures. In a results-based system, however, a pay raise and rewards are hard to come by without better results, and focus tended to be on short-term gain rather than long-term growth. Then-Representative Senior Managing Director Takanori Kitano, who was leading the introduction of the Stars Plan, thought that people could not be motivated solely with a profit-centered corporate mindset. He was convinced that people were less motivated by a profit-based system and more by personal feelings. Although a results-based system was important, a singular focus on results would lead to management with an excessively short-term perspective. He therefore thought that the effective use of human resources should be a higher priority and placed emphasis on nurturing people (competency-based system). This involved the idea that an organization would change if its people changed and that a company could contribute to society if its organizations were vibrant.
  　He further hoped that this personnel management policy would change everyone's consciousness. More specifically, he wanted each individual to recognize that working with passion, interest, and responsibility for his or her growth would lead to the happiness of everyone, the company, and society.
  　The Stars Plan was a reflection of these thoughts on management system. Under this system, evaluation processes were made visible to ensure impartial, reasonable, and valid evaluations were conducted by two categories: competency and performance. Further, employees received direct feedback on their evaluation results. Also, new qualification and wage systems based on a competency-based system were introduced. The Stars Plan was also gradually introduced to overseas affiliated companies.

  

  STARS Plan

• 1992

  • Apr.

    Launched blue LEDs

    

    Blue LED lamps

  • Oct.

    Automotive multi-lamp "Jabalina" awarded Good Design product in October 1992

  • Nov.

    LED display board at Narita International Airport

  

  Blue LED lamps

• 1993

  • Apr.

    Established Stanley Electric (H.K.) Co., Ltd. (SHK)

  • Jul.

    Launched ultrathin, high-brightness chip type LEDs

  • Sep.

    Launched RAYBRIG Hyper Halogen, the world's first high efficiency bulb

  • Oct.

    Acquired shares of Matsuo Electric Co., Ltd. and made it a special subsidiary for the purpose of employing disabled people

  • Dec.

    Expanded into new EL business

• 1994

  • Apr.

    Stanley Finance and Service Co., Ltd. restarted as Stanley Pal Co., Ltd.

  • Yamagata Factory (exclusive manufacturing of LED chips) started full operations

  • Jul.

    Stars Plan shifted to Ver. 2 (introduced new qualification acquisition policies and a new wage system)

  • Sep.

    Launched Active 30

  • Oct.

    Capital participation in LUMAX of India

  

  LUMAX Dharuhera Factory

• 1995

  • May

    Strobes on the DC-1, RICOH's first digital camera

  • Jun.

    Established the basic principles of production control

  • Jul.

    Established Stanley Electric Shayukai (Association of Retirees)

  • Implemented union shop system

  • Established Tianjin Stanley Electric Co., Ltd. in China

    

    Ribbon cutting at the TSE opening ceremony

  • Sep.

    Implemented job change support system

  • Oct.

    First domestic High Intensity Discharge (HID) headlamps were approved

  

  Ribbon cutting at the TSE opening ceremony

• 1996

  • Apr.

    Established the Active 30 Promotion Office

  • Jun.

    HID lamps on the Mitsubishi Motors Super Great, the first time in Japan for mass produced vehicles

    

    HID lamps on the Mitsubishi Motors Super Great, the first mass produced application in Japan

  • Sep.

    Established Vietnam Stanley Electric Co., Ltd. (VNS)

    

    Groundbreaking ceremony of Vietnam Stanley Electric Co., Ltd.(VNS)

  • Nov.

    Established Shanghai Stanley Electric Co., Ltd. (SSE)

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    HID lamps on the Mitsubishi Motors Super Great, the first mass produced application in Japan

  • 

    Groundbreaking ceremony of Vietnam Stanley Electric Co., Ltd.(VNS)

• 1997

  • Mar.

    First training session by Hitoshi Yamada of PEC Productivity Education Center (currently PEC Kyokai (PEC Institution))

    

    2nd training session by Hitoshi Yamada at Stanley Tsuruoka Works

  • Apr.

    Renamed Active 30 Promotion Office as SNAP Promotion Office

  • May

    Published The Stanley Way: 75 Years of Stanley Electric

  • Jul.

    Renamed SHK as Stanly Electric (Asia Pacific) Ltd. (SAP)

  • Oct.

    Announced HRM230S as a new module for infrared communication modules compliant with IrDA 1.1 (4 Mbps)

    

    Infrared communication modules compliant with IrDA 1.1 (4 Mbps)

  SNAP Production Innovation Activity

  　In September 1994, Stanley Electric started Active 30 to improve cost competitiveness by 30%. Active 30 was designed to improve productivity by eliminating waste, reducing costs, developing new markets, proposing development plans to gain a leading edge, and reducing lead time to increase profit levels,. Active 30 was an initiative to improve cost competitiveness mainly through the streamlining and rationalization in administrative and non-production departments. Meanwhile, SNAP (Stanley New Approach for Higher Productivity) was an initiative started in 1995 to streamline and rationalize production processes. Then in May 1997, the company started to receive guidance from the PEC Industrial Education Center, which had a long experience in introducing Toyota Production System to many firms. The guidance helped the company steadily achieve better results.

  

  Infrared communication modules compliant with IrDA 1.1 (4 Mbps)

  

  2nd training session by Hitoshi Yamada at Stanley Tsuruoka Works

• 1998

  • Jan.

    Established Stanley Electric Sales of America, Inc. (SSA)

  • Feb.

    Capital participation in Samlip Lighting Corporation of South Korea

  • May

    Decided to centralize and reorganize the LCD business

  • Established Stanley Electric GmbH (SED)

  • Oct.

    Renamed Hatano Denko K.K. as STANLEY WELL Corporation and made it a special subsidiary for the purpose of employing disabled people

  • Internally and externally announced Environmental Declaration as part of environmental conservation activities

  • Dec.

    Stanley Suburban Office Surf-side completed

  

  Stanley Suburban Office Surf-side

• 1999

  • Mar.

    Launched high-brightness chip type LED with lens

  • Announced ultrathin headlamp, Line Beam, at the SAE (Society of Automotive Engineers) International Conference & Exhibition '99