JAMCO Corporation
DTM Case Studies
Jamco Corporation's Implementation of DTM
To enhance progress and resource management, DTM was implemented as part of the Aras system, which serves as the core platform for the engineering division. This move digitized progress management, eliminating paper-based reports. The existing resource management framework will also be further utilized in daily operations.
Jamco Corporation is a leading manufacturer of aircraft components, specializing in interior equipment such as galleys and seats. The company faced challenges with project management, which relied heavily on individual Excel files and paper reports, making the process overly dependent on specific personnel. To address this, the engineering division introduced DTM on Aras to centralize project data and progress management. We spoke with Mr. Sakurai from Jamco Corporation to discuss the challenges before and after implementing DTM, as well as their plans for future improvements.
(Left) Hiroshi Sakurai, Deputy General Manager of Technology Innovation Center, JAMCO Corporation
(Right) Kazuhiro Ito, Executive Officer and General Manager of the Application Services Division at Zionex
Table of Contents
1. Challenges before implementing DTM
Discovering the Need for a Progress Management System
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The Need for a Progress Management System and Discovering DTM
Ito：
Sakurai：
Ito：
Sakurai：
Ito：
Reflecting back, we had the opportunity to introduce DTM to you on February 1, 2018. That was the first time I met you, but you'd already been in contact with our team, including our CEO, Mrs. Fujiwara.
Yes, that's correct. In January 2017, we started developing a design automation system using Aras. Zionex was involved in that process, managing the entire Aras setup, which is how I got to know your company. A little while later, in February 2018, there was a discussion internally about the need for a progress management system. Initially, there were talks about using MS Project, as some of our clients were using it. However, issues with licensing and usability led us to explore other options. That’s when we learned about DTM and decided to reach out to you.
At the time, I believe you were managing projects with Excel, and we were tasked with exploring how DTM could replace Excel. Through our discussions, it became clear that simply swapping Excel for DTM wouldn’t be straightforward.
That’s right.
And now, thanks to that journey, we’ve reached this point. Thank you for trusting us with the project.
2. Key Factor for Choosing DTM: Integration with Aras
Ito:
Sakurai:
Ito:
Sakurai:
Ito:
Sakurai:
Ito:
Sakurai:
Let’s dive into the main topic. What challenges led you to consider DTM?
The primary challenge was achieving transparency in progress management. At the time, some teams were using MS Project, but most relied on Excel for tracking progress. This meant that if the manager wasn’t available, no progress updates were made.
With Excel, there’s also the risk of errors if the sheets aren’t properly maintained. Even though we would periodically confirm progress with team members and try to reflect it in the files, the updates were often approximate guesses.
Additionally, we struggled to get an overall view of how many projects were underway. Projects were managed in separate Excel files, divided by what we called "commodities," making it impossible to consolidate and assess the entire engineering division’s status. We needed a more integrated system to eliminate reliance on individuals.
I remember during the evaluation phase, you also looked into tools from other companies that were praised for being user-friendly, similar to Excel. We assured you that we could address any gaps in functionality.
Yes, that’s right.
Do you recall what ultimately convinced you to choose DTM?
One of the biggest factors was its integration with Aras. I was the one who introduced Aras, and my goal was to establish it as the core system for the engineering division. It made sense to build on top of it.
While other systems seemed user-friendly, managing two separate platforms would have been cumbersome. By integrating DTM with Aras, we could streamline processes like work hour inputs and maintain a cohesive system. That level of integration was a key reason for choosing DTM.
While you’re not as directly involved now, what aspects of project management were particularly important for the design division at the time?
Knowing which projects were active, how many people were assigned, and whether resources were available for the next project was critical. Since we work on a make-to-order basis, we need to ensure there’s enough engineering capacity before accepting a project.
In the past, it was easier to estimate roughly and get by with limited personnel and fewer projects. Each group had one person managing everything, and that was enough. But now, with dozens of people in each group and numerous projects running in parallel, managing resources has become increasingly difficult. Truthfully, there are still areas where we’re struggling.
3. Challenges in Transitioning to DTM
Ito:
Sakurai:
Ito:
What challenges did you face during the implementation phase?
One major challenge was the redistribution of responsibilities. Previously, managers handled most of the work, but DTM required tasks to be distributed among individuals. This led to some resistance, as many found the changes cumbersome.
Another challenge was customizing the system to meet our needs. For example, we had to develop features for Work Order management, UNIT, and Task Code tracking, as well as daily work hour entry. Implementing these features was time-consuming but necessary.
Scalability was also an issue. While DTM worked well for smaller projects, performance slowed when managing a large number of active projects. For instance, in our engineering division, we oversee over 200 people and multiple ongoing projects. Delays in system response became a concern.
I see. We’ve been working on improving DTM’s performance, and we’ll consider further upgrades to address these issues.
4. Benefits of DTM: Centralized Data and Efficiency
Ito:
Sakurai:
Ito:
What benefits have you seen since implementing DTM?
One significant advantage is centralized data management. Work hour reports, which were previously handwritten or managed in Excel, are now consolidated within Aras. Using SQL, we can quickly extract and analyze this data, making reporting much more efficient.
However, we’ve noticed that not everyone is utilizing these capabilities to their full potential, which is something we need to address internally.
That’s very true. Since the data is already in the database, leveraging it effectively would further enhance its value.
5. Challenges and Areas for Improvement
Ito:
Sakurai:
Ito:
What areas do you think need improvement in DTM?
Speed is the main issue. As the number of projects increases, performance slows, especially when consolidating multiple projects. For example, our design division manages over 200 people and dozens of concurrent projects, and any delays in system response disrupt workflows.
We’d also like to see improvements in user adoption. Some employees still find it easier to revert to Excel, which reduces the benefits of using DTM.
We’ll take these concerns into account and continue working on enhancements, including performance optimizations in future updates.
6. Future Expectations for DTM
Ito:
Sakurai:
Lastly, what are your expectations for DTM moving forward?
Our main goal is to improve resource management. We want a system that visually represents workloads, highlighting periods when resources are over- or under-utilized. For example, we currently have a feature where work hours exceeding seven are marked in orange and those exceeding eight are marked in red. Expanding this to include long-term projections would help us balance workloads more effectively.
We’d also like to move beyond Excel for resource planning and develop a robust system within DTM that supports both short-term and long-term planning. We’re optimistic about continuing to use DTM and look forward to its future enhancements.
JAMCO Corporation Company Introduction
Business Description:
Aircraft interior manufacturing business, aircraft seat manufacturing business, aircraft equipment manufacturing business, aircraft maintenance business
Established:
1955
