Building a Unified System for Development, Manufacturing, Sales, and Services

The Instruments Group and Semiconductor Manufacturing Equipment Group of Hitachi, Ltd. were engaged in the commercialization of products such as semiconductor manufacturing and testing equipment, medical testing equipment, and electron microscopes for fields such as semiconductor devices, materials, medicine, and biotechnology. Their technology was world-class in the clinical testing field, comprising products such as automated blood analyzers; the electron microscopy field; and the semiconductor manufacturing equipment field, which included testing equipment for use on semiconductor device production lines. Hitachi could point to notable innovations in cutting-edge technology fields, such as semiconductors, medicine, and the lifesciences, and fierce competition demanded constant efforts to develop new world-leading technologies. Unification of strategy and operations would be essential to the Hitachi Group in meeting the needs of customers in the nanotechnology sector.

The Instruments Group, Semiconductor Manufacturing Equipment Group, and Nissei Sangyo all earnestly wished to create a system unifying “manufacturing, sales, and services.” Customers ranged from established manufacturers to startups all over the world. To provide optimal solutions to each of them it would be necessary to fuse the strengths in technology and products of Hitachi, Ltd. with the sales prowess of Nissei Sangyo by building a unified system for development, manufacturing, sales, and services. Unifying “manufacturing, sales, and services” would make it possible to speed up decision-making, boost management efficiency, achieve speedy product development anticipating market changes and customer needs, and offer customers optimal solutions. What’s more, concentrating resources and utilizing them more effectively would help create new business opportunities in fields such as the lifesciences. These developments would pave the way to the emergence of the world’s top company in the nanotechnology sector.

However, the economic climate was not promising at the time of Hitachi High-Technologies’ establishment. In the aftermath of the collapse of the asset price bubble in 1991 the Japanese economy was experiencing a long-term slump and persistent deflation. The bursting of the IT bubble in the United States, which had been an important driver of the world economy, and the onslaught from emerging economies such as China combined to create a forbidding prospect. From immediately after its establishment Hitachi High-Technologies would have to overcome a variety of tough challenges.

Head Office Building
Head Office Building
Outline of New Company
  • Company name
    Hitachi High-Technologies Corp.
  • Head Office
    24-14, Nishi-Shimbashi 1-chome, Minato-ku, Tokyo, Japan
  • Representative executive officers
    Yoshiro Kuwata, Chairman
    Noriaki Higuchi, President
  • Capital (at time of establishment)
    \7,938 million
  • Employees (at time of establishment)
    7,945 (consolidated basis)