We worked through that kind of discussion to move onto the development of DX-CONSULTING.
Hisatomi Talking with members of the Sales Division, not just from the IT Division, was very important, because it gave us a shared world view that led to common objectives.
Ms. Sasaoka and Mr. Tamukai, who handled system development, joined the team as we were deepening the discussion, but how did our work look to you then?
Tamukai In the position of developers, our mindset is always going to be on the manufacturing side, but in this project we started from the keyword of customer contact transformation, so I think we were able to address the job with the attitude of considering the company as a whole.
Shinooka I was in charge of the production management system, so I was also far away from the customers, and in some areas I was like an onlooker, thinking that if we made something good, the sales and headquarters people would be able to sell it.
Therefore, I got face to face with DX and CIF for the first time in this team.
My first impression when I joined the team was that the time spent in conversation was overwhelmingly long.
Because the talk time was so long, it brought the members closer together, and we were able to gain a deeper understanding of the client contact transformation approach, and of the world view of “for the client” that Mr. Fukagawa had experienced for so long in the field.
Tamukai This team went beyond departments to bring together members with outstanding individual skills.
Rather than pulling closer to their own specialist fields, the members worked on the basis of making an app that would realize the principle of client contact transformation, offering opinions that used their own specialties.
I think that led to good monozukuri.
Abe Looking at it a different way, the lengthy discussions meant that it was an environment that allowed flowing conversation.
In practice, we could offer opinions that were just ideas, and bring in ideas that seemed off base at first sight.
That’s how we were able to find good points of compromise.
I think that, as a result, that kind of environment contributed to the speed of agile development.
Shinooka Mr. Fukagawa always backed what I said, saying “that’s certainly true”, and never opposed me.
Having such an environment, which made it easy for us to state our views, made the conversations much more lively.
Fukagawa Mr. Hisatomi taught me the trick of not opposing people’s views.
Even so, I’ve met Ms. Shinooka and Mr. Tamukai online over 150 times, but this is the first time we’ve met in person.
Hisatomi In particular, the two developers joined after the project had been running about a year, so even though I never met them in the real world, the way we all united so well was very moving.
Maybe that’s an example of DX success right there.
But the two developers came in after a lot of the decisions had already been made, so maybe they were under more pressure than we were.
Shinooka When I first joined, the target date for development completion in October 2021 was only half a year ahead, so I honestly thought it was really harsh…
That’s what I felt, so I prepared some documents and grounds for explanation, so the others would understand the difficulty.
Mr. Fukagawa took the Hitachi Construction Machinery position in making adjustments within the company, and we reorganized towards meeting the development completion target.
When I requested people with certain skills, he found Mr. Hisatomi and Mr. Abe, so we were able to finish development with a satisfactory result.
Abe I think if we’d worked with an old-fashioned waterfall development approach, not using any advanced IT like smartphones or the Cloud, we would have made the October target.
But on this occasion we went crazy for all kinds of things, like wanting to use agile development, make it easier to use the Cloud, work on the design to make more legible, and so on.
With all that, I think it was really tough on the two developers.