- Message from President
- Company Vision
- Management Plan
- Company Profile
- Corporate History
Message from President
“Moving forward passionately with our work”
We are committed to our core business and strive to make wide-ranging contributions to society.
As we preserve our founding traditions and emphasize bonds of trust in business and society,
we aim to at the same time move forward and contribute to the common good in new ways.
Management Philosophy and Policy
We aim to operate our firm as a family business and deliver consistently high profits quarter over quarter.
We aim to avoid rigid-thinking and conventional pattern of behaviour in our management practices as we strive to respond ably, quickly, and in a supple manner to changes in the times. We wish to create an organization marked by quick thinking and careful work. We have no misgivings about realigning our business vectors to achieve the best responses to a changing climate: the future holds unexpected outcomes, and it's up to us to respond to them with flexibility and creativity. We pledge to not rest on our laurels but take on new challenges for tomorrow.
To “Move Forward”
We seek infinite possibility in the future without losing sight of the present. Ability to take action; information; humanity; new business development; tradition and trust: these are the essential values while we move forward to the next generation.
We create constantly new and high-quality business.
Numerous “colors” in people's everyday lives provide them warmth and richness; however, merely coloring the surface of their lives does not provide true comfort. Our mission is to enrich people's lives not just with tangible “colors” but also with intangible assets called “trust”.
“Trust” is what gives people's lives “colors”.
Five Codes of Conduct
- 1.Cultivating a sense of purpose
We pledge to keep our eyes open to the environment and society and use our business to promote society's well-being.
- ・We strive to provide safe, ecologically friendly products and service with a sense of purpose.
- ・We strive to contribute to the beautification of our cities through paint sales and facilities construction.
- 2.Proactive sales approach
We pledge to communicate with customers effectively to cater to their needs.
- ・We strive to meet customers' expectations by delivering speedy results and solutions.
- ・We earn the trust of clients through our passion and sincere attitude; our sales activity builds mutual relationships with customers.
- 3.Re-evaluating and improving our governance and management methods
We pledge to constantly improve our business operations to make them more efficient and effective by promoting standards and guidelines.
- ・We strive to cut out waste and improve our management approach.
- ・We carry out fair transactions and reasonable care to maintain our account books in good order.
- 4.Systematic execution of teamwork and individual roles
We pledge to leverage each employee's abilities to the fullest and build a dynamic organization.
- ・By working with others, each employee will strive to better his or her skills through teamwork.
- ・Each employee's responsibilities and role will be clearly explained and the importance of reporting, making enquiries, and corresponding with superior will be emphasized.
- 5.Strengthening compliance
We adhere to regulatory guidelines and carry out our business with sincerity and integrity.
- ・In addition to following laws and internal guidelines, we will carry out our activities based on a sense of what is good for society.
- ・We will maintain a constant awareness of issues and swiftly and correctly resolve any problems that occur.
Our firm is undergoing a large-scale reform of our business with an eye to the future: that project goes by the name of “Looking to 2020: Renovating our Business.” A long-term revamping process of our business is, we feel, vital to keeping pace with customers' demands.We have strong belief that we expand our business only with renovation of our business.
The Lehman Brothers shock in Fall 2008 was a once-in-a-hundred-years event that brought a sudden recessionary impact to Japan's shores. Two years later, when a recovery was in sight, the Greek debt crisis plunged Japan into a recession caused by a strong yen, the first in fifteen years.
Paint manufacturers have as a result started to retool their business models. They are adapting their scale in Japan to a more efficient level and changing production to meet today's demands of wide product variety within limited-production runs.
In addition, many of our customers in the manufacturing sector started to realigning their bases of operations with a global outlook, they have produced new mid-term plans that reflect this realigned outlook.
Our firm wishes to fully respond to this changing environment and our clients' strategic reorganizations and new business plans. That's why we've chosen to reassess our business and its raison d'etre to improve it to the fullest and meet with new expectations.
Lean production system and a short lead-time are crucial to meeting the needs of our core clients and providing the paint they need. Our focus is on collaborating with customers to make each step of the supply chain (from production, sales, through application) efficient.
Furthermore, we strive to provide information and propose to our clients by having a total grasp of the entire production process. Our clients expect our technical and support skills to back them up at the production line preparation stage, manufacturing, and future research and development of new products.
Below we outline our plans for our firm's ideal workflow and stance vis-a-vis our customers: we envision a future structure where we can respond to our custeroms' needs above.
Contents of Business Innovation
Our plans for executing our overhaul are as follows: after finalizing our plans for areas needing improvement, we will appoint a special task force in charge of the strategic realignment. Once a course of action is drafted, we will appoint staff members to carry it out and proceed towards our renovation plan.
|Category||Background||Plans for improvement|
|Information (data) management and supply-chain strengthening||Monthly information sharing about production, sales, and application: order acceptance and follow-up is lacking||① Effective use of daily production data
② Emphasizing sequential workflow
③ Systematic emphasis on problem management
④ Focus on timely and flexible response
|Workflow creation (the flow of materials and proper application of labor processes)||A total holistic snapshot of the supply chain needs to be developed in order to execute the production and application stages simultaneously||Supply chain upgrades:
① Develop an at-a-glance snapshot
② Better orderliness
③ Simplify the process
|Improving labor processes(tools, workflow)||A new way of thinking about inventory management systems needs to be devised||① Clear and distinct storage based on inventory type
② Organization method that shows excess/deficit stock at a glance
③ Develop quick responses to shipping increase/decrease and unforeseen trouble
④ Develop better communication with customers at the delivery stage
|Training, education, and knowhow buildling Operations expansion||In the absence of clear and stable guidelines, the supply chain breaks down;There are strong expectations for knowhow development and increased scope of operations||① Training and education in observing rules
② Learning tools explaining workflow improvement
③ Point-by-point training about problem identification and management
④ Building knowhow for the future
|Company Name||Ueda & Co., LTD.|
|Founded||February 11, 1937
(Saburo Ueda had established his personal business which became the predecessor of Ueda & Co., Ltd.)
|Head Office||Nishi-Shimbashi Dai1houki Bldg. 6F, 3-5-2 Nishi-Shimbashi, Minato-ku, Tokyo 105-0003, Japan
|Capital||20.5 million yen|
|Sales||10 billion yen|
|Main Businesses||Paint Sales Business
|Offices||Headquarters, 10 Offices|
|Employees||100 persons(As of Jun 01, 2017)|
|Board Member||Chairman of the board Harue Ueda
Chief Executive Officer Tomohiro Ueda
Executive Director Masakazu Shinoda
Managing Director Hideyuki Satou
Director Yoshio Kumakawa
Director Takashi Ikeno
Director Fujio Kishi
Auditor Takehisa Ashidu
Nishi-Shimbashi Dai1houki Bldg. 6F, 3-5-2 Nishi-Shimbashi, Minato-ku, Tokyo 105-0003, Japan
10 min on foot Karasumori exit on the JR Shimbashi sta.
10 min on foot Toranomon sta. exit 1 on the Tokyo Metro Ginza Line
13 min on foot Shiodome sta. exit 6 on the Toei Oedo Line
8 min on foot Onarimon sta. exit A6 on the Toei Mita Line
7 min on foot Toranomon-hills sta. exit A1 on the Tokyo Metro Hibiya Line
Certifications and Registrations
|Construction License||Ministry of Land, Infrastructure and Transport (Special-2) No.13501 scaffolding and earthwork, Demolition work
Ministry of Land, Infrastructure and Transport (Special-1) No.13501 Equipment & tool installation works
Ministry of Land, Infrastructure and Transport (General-1) No.13501 Painting
|License to sell poisonous and deleterious substances||Poisonous and Deleterious Substances General Dealers Registration #27 of 101|
|ISO14001 certification||ISO14001:2015 Head Office, Ota Office Certificated on September 2003|
Official Certification Holders
List of Legal Officers/Managers/Supervisors (including the affiliate companies)
|Qualification & Qualified Personnel||Class 1 Architect 1
Professional Engineer, Machinery Division 1
Class 1 Building Construction Management Engineer 4
Class 1 Civil Engineering Construction Management Engineer 3
Class 2 Metal Coating Technician 2
Hazardous Materials Handling Officer Grade A 1
Hazardous Materials Handling Officer Grade B Type 4 50
Virulent Materials Handling Officer 25
Corrosion Management Technician 3
Organic Solvents Operations Officer 20
Type1 Health Supervisor 1
Safety and Health Supervisor 6
Safety and Health Supervisor (Chief) 4
Safety and Health Officer 6
Fire and Disaster Management Rep 2
High Altitude Operation Supervisor 14
Scaffold Assembly Operation Supervisor 9
Operator completed Slinging Skills Training 19
Operator completed Safety and Health Training by Ministry of Health and Welfare 11
Forklift License Holder 29
Operator completed High Altitude Maintenance Vehicle Operation 2
Gondola Operation Supervisor 3
Asbestos Operation Supervisor 1
Class 3 Color Coordinator 1
Residential Building Handling Supervisor 2
High Pressure Gas Sales Manager 1
Arc Welding Engineer 1
Associate Welding Engineer 1
Pollution prevention manager 1
Operations chief of radiography with X-rays 1
Bridging the Past and the Future
“Steady Advancement Supported with Tireless Passion towards Business”
Ueda & Co., Ltd. is always moving forward in pursuit of new potential of paint business while maintaining the tradition upheld since the establishment of the business.
Saburo Ueda had established a personal business.
The company had gone public and the company name had been changed to Ueda Shouten Co., Ltd.
|May, 1960||Osaka Office had been opened.|
|November, 1961||Hana Ueda had become Chairman and Minoru Ueda had become the second generation President.|
Hokuriku Office had been opened in Ishikawa Prefecture.
|June, 1963||Hikari Office had been opened in Yamaguchi Prefecture.|
Oyama Office had been opened in Tochigi Prefecture.
|October, 1971||The company had merged with Kuroda Paint Co., Ltd.
And the company name had been changed to Ueda & Co., Ltd.
Chiba Office had been opened in Chiba Prefecture.
|August, 1973||Numazu Office had been opened in Shizuoka Prefecture.|
|December, 1974||Yokohama Office had been opened in Kanagawa Prefecture.|
Oota Office had been opened in Gunma Prefecture.
Chiba Color Toning Plant had been opened.
|January, 1992||Tomohiro Ueda had become the third generation President.|
|December, 1992||Kitagami Office had been opened in Iwate Prefecture.|
|April, 2005||Haneda Office had been opened within Haneda International Airport Terminal I.|
|June, 2007||Representative Office had been opened in Jining, People's Republic of China.|
Gotenba Office had been opened in Shizuoka Prefecture.
|January, 2008||Ueda Paint (Jining) Co., Ltd. had been established in People's Republic of China as a local corporation.|
|April, 2011||Hakusan Branch, Hokuriku Office had been opened in Ishikawa Prefecture.|
|October, 2011||Hikari Office had been reorganized and become Hikari Branch, Osaka Office.|
|November, 2012||Sendai Office had been opened in Miyagi Prefecture.|
Moved headquarters to Shinbashi, Minato-ku, Tokyo.
|April, 2016||opened Hokuriku sales office; upgraded Hakusan satellite office to full-time sales office|
|June, 2017||Hikari Branch was integrated into Osaka Office.|
Ueda Group Seeks Potentials and Challenges
Ueda Group believes in its potentiality.
Ueda Group will never cease to seek challenges and business opportunities.
Ueda Group will mobilize abilities and potentiality of individual company.
Ueda Group will move forward and expand business in order to realize the next generation corporation without borders.
So far, Ueda Group has formed a network of local companies in China and Saudi Arabia as a base of export and technological services.
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