Yamaha Motor Robotics Holdings Co., Ltd. President & Representative Director Osamu Ishioka - February 12, 2020
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February 12, 2020
Yamaha Motor Robotics Holdings Co., Ltd.
President & Representative Director
Osamu Ishioka
Results：Net Sales by Model and Region
Net Sales by Model (¥million) Net Sales by Region (¥million)
Apr., 2018
Apr.-Dec., 2018 Apr.-Dec., 2019 Apr.-Dec., 2019
-Mar., 2019
21,400
2.3%
5.1%
16,064 16,215
9,192
2,218
27.1%
6,562
4,361 988
2,076
988 2,051
1,544 47.2%
13.1%
7,586 9,144
6,969 5.1%
ボンディング装置
Bonding Equipment ＦＡ装置
FA Equipment
モールディング装置
Molding System 非連結分(FA）
Non-Consolidated (FA)
日本 韓国 台湾 中国
China 東南アジア
South-East Asia その他
Others
Japan Korea Taiwan
非連結分(モールディング)
Non-Consolidated (Molding)
2
Capital Expenditures, Depreciation,
R&D Expenses, and Debts
Apr., 2018
(¥million) Apr.-Dec., 2018 Apr.-Dec., 2019
-Mar., 2019
Capital Expenditures 330 379 560
Depreciation 407 598 578
R&D Expenses 1,329 1,097 1,708
Debts 2,100 6,664 2,800
3Backorders
(¥million) End of Dec., 2018 End of Dec., 2019 End of Mar., 2019
Bonding Equipment 3,344 1,638 2,182
ＦＡ Equipment 1,554 2,103 1,990
Molding System 5,502 4,180 5,175
Total 10,400 7,921 9,347
4Sales Plan by Business Segment
(¥billion) 20.0 18.9
18.0 16.5 16.2 2.8
16.0
2.3 2.5
14.0 12.0 12.2
6.5
12.0
1.8 1.9 5.5
6.1
10.0
8.0 4.2 4.6
6.0
8.7 9.6
4.0 7.6
5.9 5.7
2.0
0.0
2019 2020 2020 2021 2021
Second Half First Half Second Half First Half Second Half
Bonding Equipment Molding System FA Equipment
5Transition of Net Sales and Operating Profit
(¥billion) Operating Proffit (right axis) Net Sales (left axis)
20.0 18.9 5.0
16.5 16.2
15.0 2.5
1.7
12.0 12.2
0.6 0.5
10.0 0.0
-1.5
5.0 -2.5
-2.8
0.0 -5.0
2019 2020 2020 2021 2021
Second Half First Half Second Half First Half Second Half
62019―2021
“Rapid structural reform, and growing”
~Aim to be a “Total-Solution provider”
by taking advantage of being from Japan~
February 12, 2020
Yamaha Motor Robotics Holdings Co., Ltd.
Chairman & Representative Director
Toshizumi KatoMaterial released on August 7, 2019
Basic Principle of Mid-Term Management Plan (～2021)
～Aim to be a “Total-Solution provider”
by taking advantage of being from Japan～
Enhance Earning Power
Revive Financial Strength (Structural Reform)
(Business Development)
・ Structural Reform
Concentrate Shinkawa’s domestic production function to ・Improvement of Product Value
plants in Thai and Yamaha Motor (in Hamamatsu) Co-development, collaboration,
⇒Solicit voluntary retirement in Shinkawa (70 employees) activities of collaborative quality
Restructure overseas bases of production and sales improvement
(esp. Thai, China)
・Cost Reduction by Unifying Procurement ・Cross Selling
Standardize parts, and implement joint procurement in group
Using sales channels
・Improve Cash Management Efficiency by Group Finance
Growth in Profit Operating Profit ¥1.7 billion
Goals
Goalsfor
for Strong Profit Structure Operating Profit on Sales 9.2 %
Second Half of 2021
FY2021
Create Shareholder Value Revive of ROE (11.4% a year)
8Structural Reform: Going As Planned
2019 2020 2020 2021 2021
Second Half First Half Second Half First Half Second Half
Reforming Basis Transfer
Production
Function to
Closure of Shinkawa’s Hamamatsu
Domestic Production Plant Transfer production
Function to Thai-plant
Elimination and Integration of Transfer production
Overseas Bases Function to Thai-plant
Restructure of Overseas
Sales Bases Integration of Bases
Unifying Procurement
Existing Model Joint Procurement
New Model Co-Development
9Restructure of Domestic and Overseas Bases
■Domestic Bases
Suzhou Transfer production function to Hamamatsu
-Outsource manufacturing to Yamaha Motor
S -Establish Shinkawa Hamamatsu Office
Y →Started operation on Jan., 2020
A Japan Optimize the number of employee
(solicitation of voluntary retirement at
Shenzhen Shinkawa)
S Result: 73 resignees
(Initial plan: 70 resignees)
Y A
P Taiwan
Y ■Overseas Bases
Thailand S
Y （YMT
Y
Thailand: Integrate manufacturing plants
in group
S ） A Taiwan: Planning to open a lab in important
A semiconductor market
Singapore: Integrate sales and service bases
Singapore Other restructure plans
Late Feb.: Shenzhen
Early Mar.: Thailand
Late Mar.: Suzhou
S A Y Early Apr.: Taiwan
10Cost Reduction by Unifying Procurement (Progress)
(1) Joint Procurement
The Company consolidated supply chain of key parts into Yamaha Motor’s.
(20 suppliers, approx. 20,000 parts)
(2) Parts Standardization
Standardization is being conducted on parts, which have no effect on function and performance of products.
(3) Cost Down Project by Model
e.g. Shinkawa’s case: Expected to be profitable in 2nd half of this fiscal year by accelerating
cost down on UTC-5000 series.
UTC-5000: Transition of Cost Down / Net Sales and Operating Profit
Insourcing
International
Procurement
Design Standardization
in Products, and
Improve Productivity
Joint Procurement
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Net Sales at 6,740,000 yen Operating SMAC Cost 11
ProfitJointly Attended Domestic and International
Exhibitions as YMRH Group
Provide borderless / Turnkey solution
• Theme: “1 STOP SMART SOLUTION”
• The Company attended SEMICON Taiwan (Taipei) on Sept., 2019 and INTERNEPCON JAPAN
(Tokyo) on Jan., 2020.
• The Company introduced products and technologies of Shinkawa, Apic Yamada, and PFA.
• The booth was designed to collaborate with Yamaha Motor’s booth.
12Caution Concerning Results and Forward Looking
Statements
All statements in this material, except for historical facts, are forward-looking
statements about the future performance of Yamaha Motor Robotics Holdings and its
group companies, which are based on management's assumptions and beliefs in light
of the information currently available, and involve risks and uncertainties. Please be
advised that actual results may differ significantly from those discussed in the
forward-looking statements.
Potential risks and uncertainties include, but are not limited to, general economic
conditions in Yamaha Motor Robotics Holdings’s major markets, changing consumer
preferences, and currency exchange rate fluctuations.
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