The Growth Chain-reaction adapted within MISUMI’s management protocol is consistent with the Sustainability Policy.

Redefined the higher-level concept as “MISUMI Value’s,” which include the Code of Conducts.

Consistent contribution to the IA industry’s development by solving inefficiencies scattered throughout the industry from the “time” perspective.

Automation is essential for the sustainable development of society, and MISIMI will contribute to the development of society by fulfilling its contribution to the Industrial Automation industry.

To contribute to society, we must adapt to social imperatives (ESG, etc.).

MISUMI is committed to the continuous improvement of two “customer time values”

MISUMI employees prioritize “customer’s time value” first and foremost.

MISUMI believes that employees are the most significant stakeholder in providing superior “time value” to customers. Therefore, MISUMI will create an environment that maximizes employees’ abilities that elevates “customer’s time value.”

MISUMI employees’ motivational source is the provision of “time value” to customers, and the amplification of “time value”, in turn, leads to one’ s professional growth.

MISUMI has achieved its growth to date by providing customers with intrinsic value created through its unique (Business) MODEL.

MISUMI aims to improve customers’ time value through MISUMI MODEL innovation; by providing “products,” “prices,” “delivery times,” and “services” that were previously unavailable.

Moreover, since the MISUMI MODEL is made possible through the unrelenting efforts of all employees, we are charged with its innovation.

The unceasing innovation of the MISUMI MODEL, which is MISUMI’s lifeline, is the starting point that activates Growth Chain-reaction.

We will invariably develop and advance the original core strategy of “time-based strategy.”

We focus on all wastes latent in the IA industry’s entire supply chain and comprehensive business processes (customers, MISUMI, suppliers);
strive to innovate the MISUMI MODEL from the “time” perspective.

Directly address “time” to achieve competitive differentiation and ensure cost competitiveness.

The most significant point of differentiation is to respond, as much as possible, to individual customer requests as though standard.

For that reason, all MISUMI employees must “Master the Art of Justmizing Time*.”

MISUMI employees constantly pursue two “next challenges”

Ponder and ask those around you “what to do next,” and navigating proactively and single-mindedly to this end is expected and respected at MISUMI.

The “next challenge” leads to an increase in the customer’s time value and social contribution, which in turn, leads to one’s “subsequent growth” as a professional a “sustainable cycle” (Growth Chain-reaction) that is the “source of vitality.”

MISUMI’s “strategic alignment” is based on the principle that all challenge leads to MISUMI MODEL innovation, thereby magnifying customers' time value.

MISUMI pursues its transformation as an optimal organization / organizational theory; always oriented toward Growth-potential, Strategicness, and Proactiveness, moving at the fastest speed possible to innovate the MISUMI MODEL.