Case Studies
Architecting the Next-Generation Smart Factory: A JMAC Workshop Report for TDK India
A JMAC Workshop Report for TDK India Driving ROI-Centric Digital Transformation through the 'Transformation Map' and Smart Manufacturing Development Guidelines (SMDG) Introduction
Operating a highly advanced and sustainable manufacturing base in western India, TDK India is a leading manufacturer of electronic components like Capacitors and Inductors, supplying to major OEM/ Customers and having major share in global and local market. The facility is powered by renewable energy and features its own meticulously cultivated Miyawaki forestation. While the company possesses exceptional operational excellence resilience rooted in long-standing Total Productive Maintenance (TPM) practices, TDK India partnered with JMAC to host a Smart Manufacturing Workshop, seeking to integrate digital technologies and elevate their manufacturing capabilities to the next level.
The Context: Bridging the Digital Execution Gap
Across the Indian manufacturing sector, concepts such as Industry 4.0, lean production, and TPM are widely recognised. However, many organisations falter when attempting to chart a concrete path linking these technologies to actual business challenges. TDK India faced its own distinct pressures: fierce local price competition and volatile market demands fluctuating drastically between the summer and monsoon seasons. TDK Nashik mandate was to evolve a new strategy to further gain market share and become undisputed market leaders.
The decisive catalyst for this workshop was JMAC's 'Transformation Challenge Map'. For TDK India's executive tier--including the COO, and TPM leaders--this framework logically mapped operational challenges to digital solutions, articulating the Return on Investment (ROI) with a clarity that resonated deeply with their strategic vision.
The Diagnostic: From Isolated Excellence to Total Optimisation
Prior to the programme, JMAC consultants conducted a comprehensive factory diagnostic. TDK India's TPM maturity proved to be of a world-class standard. This was evidenced by innovative initiatives aiming for 'zero-touch' machine operations and a bespoke training centre. To maintain quality amidst a fluid workforce, the site has produced hundreds of local-language instructional videos and created several training dojo's.
However, applying an objective, global perspective, JMAC identified few critical areas for enhancement. While individual processes and machines were highly optimised, systemic improvements persisted in 'total optimisation' across the entire process. Issues such as work-in-progress (WIP) bottlenecks between processes and analogue, paper-based information transfers on the shop floor were highlighted. This external analysis served as a crucial starting point for the workshop discussions.
The core of the programme was driven by the Smart Manufacturing Development Guidelines (SMDG), a framework originating from Japan. Consciously discarding the technology-first mindset typical of many DX projects, the workshop rigorously interrogated the fundamental why: identifying necessary structures based on the actual business environment.
Through this process, TDK Nashik TPM leaders acquired the practical acumen to design digital mechanisms that directly yield commercial outcomes. Confronting specific local themes--such as eliminating reliance on individual operator skill and mitigating opportunity costs by reducing lead times--teams constructed ROI-driven DX initiatives. These strategies were logically anchored by well-defined Key Goal Indicators (KGIs) and Key Performance Indicators (KPIs).
Crucially, the workshop dismantled traditional hierarchies, convening cross-functional teams spanning production, engineering, quality assurance, product development, maintenance, and supply chain management.
By debating in a flat, egalitarian environment, the cross pollination helped to work without any departmental silos. Participants noted that they understood the pain points, opportunities and business processes of other departments. They also realised how improvements in their own divisions rippled across the organisation. This cross-pollination of perspectives was the primary engine that shifted the organisational mindset from 'individual functional optimisation' to an enterprise-wide 'total optimisation' designed to maximise corporate profitability.
Conclusion 
Over an intensive two-day interactive workshop, TDK India's highly mature TPM foundation converged with the logical rigour of an SMDG-driven digital strategy. The actionable initiatives forged through JMAC's objective diagnostic and practical frameworks mark a decisive first step. Moving forward, TDK India is uniquely positioned to solidify its market leadership and architect a truly intelligent manufacturing ecosystem.
Yasuyuki Omori
Director and Vice-President of JMAC Thailand
Atsushi Terada
Senior Consultant, JMA Consultants Inc.
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