DX Promotion

K.K：
I previously worked on a production line in one of our plants. Later, after participating in training offered by the DX Promotion Department, I became involved in DX initiatives. I have always enjoyed making computer programs, and I wanted to be involved in work that supports frontline operations through digital technology.
In the plant, people carry out their work every day while constantly thinking about the best possible way to do things and looking for even the smallest opportunities to eliminate waste. Even after moving to the DX Promotion Department, my firsthand understanding of those efforts has shaped how I approach my work. Rather than simply building systems, I focus on reducing frustration by using digital technology to support the people involved in vehicle manufacturing, making their jobs easier, and enabling the kind of workplace they aspire to create.
To me, DX is about creating meaningful change through a series of small improvements. Something as simple as replacing paper with digital data can lead to further refinements, which in turn can grow into much larger transformations over time.

T.Y：
I spent many years working in crash-safety development and was also involved in certification activities. As part of our efforts to prevent recurrences related to certification, I first reviewed past documents and reports. Later, I joined the DX Group within the Vehicle Performance Evaluation Division, where I became responsible for advancing the automation of certification testing.
One of the key goals of this initiative was to eliminate transcription errors in the documents used for certification. At testing sites, results are often recorded on paper and then manually entered into reports. As long as people are involved in those processes, completely eliminating transcription errors is not easy. That is why we needed to create systems that make such mistakes far less likely to occur in the first place.

T.Y：
At the same time, simply creating a system is not enough to prevent recurrence. If the DX Promotion Department or the DX Group within the Vehicle Performance Evaluation Division becomes responsible for building everything, then frontline teams will be unable to make changes themselves when issues arise or testing requirements change. It is important that the people who actually conduct the tests can use these tools themselves and modify them when necessary.
At first, many people in the field saw these systems as something that the DX team would simply build for them. However, when we explained that they would also need to build and maintain parts of the system themselves, the idea was not immediately accepted. Given their limited time and technical skills, it was understandably difficult to suddenly ask them to take on that responsibility. I think that was a completely natural reaction.
That is why we focused first on gradually increasing the number of people who could create and maintain these systems themselves. After receiving training from the DX Promotion Department, members of the DX Group developed those skills themselves, and representatives from each testing site were then trained so the knowledge could spread throughout the organization. Today, we have entered a phase of self-sufficiency, where frontline teams are creating and improving systems on their own. Rather than acting as the primary builders of every solution, the DX Group is gradually transitioning to a support role, helping frontline teams overcome challenges as they drive these efforts forward.

K.K：
At first, I think the worksite members felt uncertain about the changes. However, as we continued providing training and building the necessary systems, we gradually began to see changes. These days, it is becoming increasingly common to see people from the field come to the DX Group in the Vehicle Performance Evaluation Division and ask questions such as, “We’d like to do something like this. How can we make it happen?”
Seeing more opportunities for frontline teams to work alongside DX members and treat these systems as their own gives me a real sense that DX is taking root and gaining momentum.

T.Y：
Of course, there are still many challenges ahead. Different tests use different equipment and measuring instruments, so a solution that works in one area cannot always be applied directly to another. That is why we carefully consider the circumstances of each testing area and work to develop solutions that can be adopted smoothly in practice.
Members of the DX Group are assigned to individual testing teams and work closely with them as these initiatives move forward. We believe it is important that neither the front line nor the DX Group should carry the burden alone. Instead, the front line should take the lead, with the DX Group providing support where needed.

K.K：
Sometimes, DX can start to feel like the goal itself. But what I always remind myself is that DX should be driven by the problems we want to solve and the goals we want to achieve. Whether it is preventing recurrence, creating new value, solving frontline challenges, or improving efficiency, there are many different objectives. What matters is never losing sight of those objectives and finding the most effective way to achieve them through DX.
Within the workplace, networks that allow people to seek advice casually through internal communities, remote meetings, and other channels are also expanding. We also hold consultation sessions and forums where examples of AI and DX applications are shared. It does not have to begin with a major initiative. Sometimes a simple thought, like “That looks interesting” or “This part of the job is difficult, and I’d like to improve it,” can lead to small improvements that eventually grow into major transformations. I believe DX spreads through organizations one small step at a time, starting with the everyday challenges people encounter in their work.

K.K：
DX should not be carried out by a limited group of specialists alone. It is an effort that begins with a workplace’s own desire to improve and evolve. We are committed to supporting these efforts with everything we have.