Value Creation Process

Value Creation Stories

Value Creation Process

Since its establishment in 1919, the Mitsuboshi Belting Group has built its unique strengths by sincerely addressing each and every one of its customer’s needs and society’s issues.

By executing a growth strategy that leverages our three strengths - our technological capabilities that we have refined, our manufacturing capabilities that ensure product quality and a stable supply, and our co-creation business model - we will work to create further social value and sustainably enhance our corporate value to realize our “Corporate Vision.”

Three Strengths We Have Cultivated

The strengths of the Mitsuboshi Belting Group have been handed down through more than 100 years of accumulated experience and technology.
We are committed to taking on new challenges for the next 100 years, with our three strengths as the driving force for value creation.

To create competitive products that meet the needs of the times

“KAGAKU” technological capabilities

Mitsuboshi Belting has been engaged in the research and development of “KAGAKU” (chemistry/scientific) technology through the development and manufacture of industrial belts and other products. To improve the functionality of rubber, the main constituent material of our products, advanced “chemical” technology is essential to select polymers and additives and to control chemical reactions such as cross-linking. In addition, “scientific” technologies such as materials engineering and structural analysis are indispensable to analyze and evaluate what material properties are necessary to satisfy the required quality of the product.

Since our founding in 1919, we have accumulated a vast amount of technological knowledge and expertise through our sincere efforts to address each and every customer’s needs and social issue, and we are boldly taking on the challenge of creating social innovations by making full use of these “KAGAKU” technologies. Accumulated technical knowledge and expertise include, for example, factors that control product performance, our proprietary material technologies, and product evaluation and analysis technologies.

We have a broad and deep understanding of all the factors that control product performance, such as rubber compounding, other material combinations, shapes, and where and how changes can be made to the product to achieve the desired result. Another of our strengths is our product evaluation and analysis technology, which involves comprehensive and multifaceted simulation and testing of these developed products from the customer’s perspective.

We are able to propose optimal systems based on the customer’s purpose of use and conditions because we have a great advantage in these “KAGAKU” technologies.

The power of manufacturing

to create safety, security, and trust

Equally important as the technological capabilities to develop superior products is the manufacturing capability to reliably and stably produce those products and guarantee high quality. We have earned the trust of our customers as one of the few manufacturers that can provide a high level of quality assurance through a management system that guarantees the same quality no matter where in the world our products are manufactured.

One of the major factors that enable us to ensure the same level of quality as our mother plants in manufacturing on a global basis is that the main production facilities used in all of our domestic and overseas plants are designed and manufactured in-house by the Engineering Division.

Our in-house designed and manufactured production facilities enable us not only to maintain the same quality globally but also to easily customize our manufacturing processes to meet the diverse needs of our customers, enabling us to respond quickly and flexibly to customer demands and market changes.

In addition to the production facilities mentioned above, we have belt evaluation facilities on a scale unparalleled for a manufacturer of intermediate consumer goods to meet our own strict quality assurance standards, and our belt evaluation facilities play an important role in evaluating the performance of our products from the development stage for our customers in various industries.

One of our global policies is to expand our overseas operations through independent financing, which has enabled us to aggressively expand our state-of-the-art manufacturing facilities on a global scale.

A “co-creation” business model

that generates new innovations

Belts, our main product, play a role in transmitting power from a power source in various machines and are an important component of any power transmission system. No matter how sophisticated a machine is, if the movement of a single belt used stops, the machine itself will stop functioning. Our products and technologies demonstrate their value when applied to machines, and we have been developing new business areas by utilizing the technologies we have accumulated over the years and collaborating with our customers and partners.

Since our inception, we have valued partnerships with our distributors in our business activities. By working with distributors to identify market needs, we create new business opportunities that we would not be able to uncover on our own, and by responding flexibly and quickly to each project, we provide optimal solutions to our clients. “Co-creation” with our distributors is one of the sources of our competitiveness that further strengthens our strengths and supports sustainable growth.

Through our customer-oriented sales activities, we have accurately grasped the issues faced by our customers, and as a result of our numerous technological developments, we have created new products and solutions in collaboration with our customers, supporting manufacturing and people’s lives in the manufacturing industry throughout our long history. This includes many things such as groundwater pumping pumps and irrigation pumps that would have a significant impact on people’s lives if the belt were to lose its function.

We will promote corporate growth and value creation by anticipating changes in world trends through innovation initiatives with academic institutions and by providing society our own solution capabilities.

Founding Spirit and Philosophy System

Our corporate culture of quality-first DNA and social cohesion, which has been passed down since the company’s founding

In 1919, Mitsuboshi Shokai was founded by Genzo Oda, Shinjiro Nakamura, and Kusukichi Kojima. Since then, our company, which began with the production of cotton belts, has expanded its product line and business domain in response to the social issues and conditions of the times and has contributed to the development of society through both “conveyance” and “transportation.” The spirit of quality first and the corporate culture of coexistence and collaboration with society are still deeply rooted in the Mitsuboshi Belting Group.

Philosophy System of Mitsuboshi Belting

The full text of the Group Code of Conduct is available on our corporate website.

Founding spirit in 1919

- To make products with sincerity.

In 1919, Mitsuboshi Belting (company name at the time of its founding: Mitsuboshi Shokai) began its history as a cotton belt manufacturer. During this period of Japan’s industrial boom, Mitsuboshi Shokai contributed to the development of modern industries such as steel, industrial machinery, and nonferrous metals through power transmission by belts.

The corporate philosophy of the company at the time of its founding was “To make products with sincerity” and “To walk steadily, step by step.” This is where Mitsuboshi Belting’s DNA, which continues to this day, began. For more than 100 years since our founding, we have been honestly committed to “manufacturing quality and selling quality.”

Quality-first DNA

“Considering the 100-year life of the business, no compromise is allowed. We will firmly adopt a quality-first policy.”

In 1945, after the end of World War II, Japan’s infrastructure was devastated by the war and society was in dire straits. Mitsuboshi Belting (then known as Mitsuboshi Chotai), which decided to resume production, said: “With supplies extremely depleted, customers will jump at the chance to buy our products, even if the quality is a little lower. Is it better to start mass production for such people and try to make a profit? Or, should we maintain our traditions and focus on quality? Considering the 100-year life of the business, no compromise is allowed. We will firmly adopt a quality-first policy.”
Even in times of turmoil, the spirit of valuing quality was preserved, and Mitsuboshi Belting’s business continues to this day.

A corporate culture that advances hand in hand with society

“All stakeholders involved, with Mitsuboshi at the core, act with pride in Mitsuboshi today and with faith in the hope for Mitsuboshi tomorrow.”

In 1965, Mitsuboshi Belting took the 45th anniversary of its founding as a turning point to review its corporate philosophy, and the above philosophy was established.

Mitsuboshi Belting considers its shareholders, customers, financial institutions, suppliers, employees, and local communities as “all stakeholders” in its business and seeks to improve economic and social value through collaboration with them. Mitsuboshi Belting has been engaged in such business management since the 1960s.

This corporate philosophy from 1965, which has since been partially revised to become our current company motto, has long been passed down as the backbone of Mitsuboshi Belting’s sustainable development, which aims for harmonious business operations.

What is Mitsuboshi Belting’s “Corporate Vision?”

A company that supports people’s comfortable lives with the power of “KAGAKU”

Although you may not often see our products directly, Mitsuboshi Belting products are used in a wide variety of machines and equipment, including cars, motorcycles, office equipment such as printers, ATMs, cash registers, and various home appliances such as washing machines and coffee makers.

Our products may be small, but no machine or piece of equipment can function without our belts. “Every one of Mitsuboshi Belting’s products supports people’s lives.” It is with this spirit that we approach manufacturing.

History of Mitsuboshi Belting

～ The birth of Mitsuboshi Belting and the beginning of its co-creation business ～

Since our founding in 1919, we have developed through a management policy that emphasizes quality-oriented manufacturing and partnerships with distributors.
We have expanded our business domain and product lineup over time. The high quality of our products was recognized in both domestic and international markets, and we established ourselves as a leading company in the industry.

～ Building a global system ～

As Japan entered a period of rapid economic growth, the Mitsuboshi Belting Group also expanded its business both domestically and internationally through technological innovation, improved production capacity, and expansion into global markets. With a continuous focus on quality, Mitsuboshi Belting’s products captured demand in the car and industrial machinery fields, further solidifying the Group’s position.
Active investment in new technologies and research and development led to diversification of the product lineup, efficiency improvement, and higher quality, as well as development of products with reduced environmental impact in light of social issues.

～ To “establish a strong corporate structure resilient to change” and “become a company that supports people’s comfortable lives through the power of ‘KAGAKU’ (chemistry/science)” ～

As globalization and digitalization progress and environmental considerations become prerequisites for business, the Mitsuboshi Belting Group is actively working to strengthen its international competitiveness, improve the functionality and energy efficiency of its products, and expand into new markets.
The Mitsuboshi Belting Group will also continue to develop a variety of initiatives to respond to changing social issues and needs, such as the development of environmentally friendly products for the realization of a sustainable society and the improvement of production processes through the use of IT technology.