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CSR Report 2006


Editorial Policy

Message from the President

Outline of Reporting Organization

Company Philosophy, Vision and Commitment, and The Anritsu Group Charter of Corporate Behavior

Anritsu Group's CSR

Corporate Governance

CSR Objectives and Results for Fiscal 2005

CSR Objectives for Fiscal 2006


Attaining Customer Satisfaction

In Harmony with Customers


Conducting Ethical Company Activities


Disclosing Corporate Information


Managing Information Property


Protecting Human Rights


Valuing Employees


Harmony with Society


Preserving the Global Environment


Conducting Social Contribution Activity


Glossary

Independent Review and Editor's Note

Questionnaire

In Harmony with Customers

Anritsu enhances value for customers by putting the concept of Intelligent Solution Creator as a new business model into action, in order to build up a win-win relationship with customers.

Global Anritsu Group Activities

  Anritsu recognizes how crucial it is to listen to customers in fields of business throughout the world. For instance, a global CS survey conducted via the Internet gives us a better idea of how to serve clients better wherever they may operate. Such surveys and other information regularly inform the Globalization Committee's work of devising plans to put into practice. The resulting actions are reported to customers in newsletters.

Global Anritsu Group Activities

Enhancing Customer Satisfaction

Mark Evans / Executive Deputy President, Director Anritsu Corporaton  As a corporation with operations around the world, we have many stakeholders: parties that have an inherent interest in how Anritsu carries out its business and in what results it achieves. Recently we have refocused some of our efforts and have made the satisfaction of our customers a real priority.
  In today's world, customers are not only concerned about product specifications and price. Our customers look at Anritsu as a complete package and examine every aspect of our operations to see if we have the ability to be a valued supplier to them. Every aspect includes product, price, delivery, support, service, financial strength, business and management ethics, environmental behavior, as well as consistently living up to our commitments. The often-used phrase of "customer satisfaction" has thus taken on a very broad meaning in the 21st century.
  At Anritsu, we feel there is only one way to determine customer satisfaction: that is by talking to the customer. For several years, our strategy has been to continuously survey and interviews our customers to find out what they want from a top-level supplier and how we are doing compared to their expectations. We have found that most customers are very frank and tell us what we do well and where we need to improve.
  Of course, we cannot stop at just collecting survey and interview data from our customers. The three most important aspects of attaining customer satisfaction occur after you listen to your customer. The next step is to implement action plans to improve the areas that the customers say need improvement. Then we communicate back to the customer what we have done. Finally, we start the process all over whereby we ask how we are doing and what they want us to do better.
  This results in a continuous loop of communication with key customers and all customers as a group. This communication builds satisfaction and tells the customers that we care and will actually change to make things better for them. The process also helps Anritsu employees to have a better understanding of the customers' points of view. Our commitment for 2006 is to listen better, initiate meaningful actions and improve our customers' satisfaction in all aspects of Anritsu's operations.

CS Activities in Japan

  An annual CS (customer satisfaction) questionnaire survey helps Anritsu identify customer needs and address any possible problems efficiently. We plan the improvement process to find solutions with customers and act promptly. Referring to our survey in 2005, our immediate goal in fiscal 2007 is to score CSI 75 (out of a possible 100 points) on the CSI (Customer Satisfaction Index) by improving product quality and operation manuals; reviewing field operations in sales activities; advancing the kanban (just-in-time) supply delivery system; and minimizing system recovery time for stable production management.

CSI Trend

Note:

Values have been adjusted for comparison due to differences in questions between fiscal 2004 and 2005.

CSI:

Customer Satisfaction Index. Four factors (products, dealings of sales personnel, dates of delivery and maintenance) are assessed by the customer and points for each are calculated based on a 100-point evaluation system.

   

Product-Related Activities

Since 1997, Anritsu Group in Japan has been operating under the Technology KI (Knowledge Intensive Staff Innovation) Project aimed at timely marketing of products and services that increase customer satisfaction through mutual recognition and management of issues among R&D departments.
Recently, this project has expanded to a growing number of manufacturing and non-manufacturing departments.

Training meetings

Sales Activities

  Anritsu puts a high priority on maintaining a strong foundation of contacts and relationships that lead to product and service sales. As a customer's best partner, we strive together to come up with better solutions. In fiscal 2006, we will learn more about what products customers need, in order to upgrade our response to those needs, according to CSI survey results.

 

Delivery Activities

  To do a better job of delivering the products that customers need at appropriate times, we aim to reduce product delivery times.
  Tohoku Anritsu Co., Ltd., Anritsu Industrial Solutions Co., Ltd. and other Anritsu Group Companies are promoting manufacturing innovation activities so as to flexibly accommodate demand fluctuations and deliver products that best fit customer requirements.
  Anritsu Industrial Solutions Co., Ltd. started its manufacturing innovation activities in fiscal 2001, and, in close cooperation with the sales and R&D departments, is building a system that can manufacture the necessary quantity of products when required in the shortest period. In fiscal 2004, the company introduced the kanban (just-in-time) supply system and other measures together with suppliers to accelerate efforts to increase management efficiency. Since then, the company has succeeded in reducing average delivery time by 25% or more.

 

Maintenance Activities

Anritsu's Measuring Instrument Group's 19 service centers in 14 nations provide consistently high quality of service to customers throughout the world.
  In fiscal 2005, the Global CS Surveillance Team of each nation's regional service managers organized to conduct six categories of surveys (delivery, price, communication, service quality, documentation and overall) about measuring instrument repair and calibration provided at our respective service centers.
Improvements are being put into place for categories that scored less than 80 points.
  We strive to make Anritsu products and services more familiar worldwide, so that customers can rely on them for years.

CS survey results for maintenance
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