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Highlight 1 Achieve Sustainable Business Growth by
       Establishing Corporate-Wide Business
       Continuity Management System
       (Corporate BCMS)

Conducting Drills, Follow PDCA Cycle and Verify and Enhance the Effectiveness of BCMS

Establishment of a BCMS will not be achieved only by desk planning and rule-making. Actual drills of various levels should be conducted. The results of the drills should be reviewed to validate and improve the effectiveness of the system. "We conduct two types of drills: corporate-wide drills and site drills", explains Toshiaki Arai of the CSR Management Office. In individual sites, drills were conducted both daytime and nighttime. As a result, we found, for example, that each employee needs to have a flashlight at hand. We were able to find a lot from site drills. With these findings, the effectiveness of the system has been improved.

Flow of Emergency Report: Business Continuity Under Natural Disasters and Other Accidents
Flow of Emergency Report: Business Continuity Under Natural Disasters and Other Accidents

Duplication is an essential technique for business continuity. To ensure this duplication, Yamato says, "We had to determine, for example, in the event of shutdown of a plant, which site will serve as a substitute production site. And if production will be outsourced to a contractor, we also have to perform testing to verify that the contractor can really produce substitutes with equivalent quality".

Yamato says that the formation of the BCMS Council was very useful.

"As we conducted drills and discussions, we got many opinions and proposals for improvements. To compile and review these opinions, the BCMS Council was formed".

After many drills, verification of duplication, structuring of organizations and other unified efforts by all employees in Japan, the development of the Corporate BCMS has reached a milestone. In March 2014, Lintec acquired ISO 22301 certification. We are now often asked to speak as a lecturer in BCMS seminars because we have abundant know-how that we accumulated after a series of trials and errors. But this is not the end of our activities.

"A BCMS is still incomplete if only some people within an organization develop and understand it. The full-scale implementation will start from now on", says Arai.

"You may think that disaster control or business continuity is something related to unusual situations. But minor abnormalities often occur in our everyday operations. If you react properly to those minor abnormalities, you are also able to react against major accidents. It also leads to improvement of daily operations. We realized that BCMS is about not only creating an emergency manual but also reviewing our everyday business activities". concludes Nishikawa.

Maki recalls, "In developing this BCMS, we strengthened the bond within the project team and within the Company. Now this bond should be extended to all group companies".

Lintec succeeded in completing the Corporate BCMS construction within just one year and achieved the initial goal, and the Corporate BCMS is supported by all Lintec people. Our next goal is establishing a corporate-wide risk management system, including group companies in Japan and overseas.

BCMS Voices from Departments and Sites

Business Departments

Rikio Miki, General Manager, Admisistrative Department, Industrial and Material Operations

Rikio Miki,
General Manager, Admisistrative Department, Industrial and Material Operations *

The Industrial and Material Operations Department formed a BCP team immediately after the Great East Japan Earthquake. The Department created scenario-based, resource-based and extended BCPs. It also has planned emergency actions. By participating in this Corporate BCMS project, the department was able to enhance its BCP level from optimization within the department to cross-sectional corporate-wide optimization. We share information and conduct on-going activities according to the PDCA cycle.

  • *Rikio Miki was appointed as the president of Printec, Inc. on May 30, 2014.

Sales Offices

Koichi Nomura Team Leader,Operations Section, Hiroshima Branch

Koichi Nomura
Team Leader,Operations Section,
Hiroshima Branch

In 2013, the Hiroshima Branch held BCMS basic study meetings and conducted disaster-control and business continuity drills. In conducting these drills, we realized it is very difficult to take rational actions when we face a disaster. Based on the analysis of our actions in these drills, we modified our procedure manual by adding actions that we could not expect when we first created the manual. We will continue to conduct fire drills, AED training and other disaster drills. Each employee will fully play his/her assigned role in the BCMS activities to secure the continuity of our business.

Production Sites

Toshikazu Oshima Manager, Operations Section, Administration Department

Toshikazu Oshima
Manager, Operations Section, Administration Department

To share the awareness of importance of BCMS within the Kumagaya Plant, the development and implementation of an action plan started in the plant. Focusing on the "safety of employees” and "continuity of the business in times of emergency", we discussed time and time again procedures to handle all possible risks to work out an effective action plan. The BCMS has just started. We will continue modification and improvement of the plan to realize a more robust system.