社长对话

One of our key strengths is our ability to manufacture and also improve machines tailored to specific site conditions and requirements as well as a flexible product lineup.
In recent years, as renovation projects have increased, we are more frequently required to design and manufacture machines under a wide range of constraints.
In Construction Machinery Department where I work, we take a comprehensive approach—considering height and weight restrictions, ease of disassembly for transportation and maintenance, the placement of consumable parts, and alignment with the customer’s anticipated budget—to propose the most suitable specifications. By working closely with our customers and building machines that do not yet exist, we are able to deliver solutions with added value. This, I believe, is what truly sets us apart from other manufacturers.

Many products are manufactured on a made-to-order basis. After our sales team meets with customers to understand their specific requirements, we carefully consider usability and ease of maintenance while continuing to design and manufacture new machines. I believe this approach is one of the key reasons customers choose us.
Another point that truly sets us apart is our Rotary multi-horizontal cutter diaphragm wall trencher, which is manufactured only by our company in Japan. Designed as a low-headroom model, this machine enables construction work even in extremely limited spaces, such as beneath railway stations—an environment that is particularly common in Japan. It is a product that can be said to have been born from the demands of its time.

In addition, when a product offers superior functionality, the price may be higher; however, we make a point of clearly explaining the importance and value of those features.
I have also reviewed many machine drawings over the years, and I always keep the blueprints of machines with clever and interesting mechanisms in the back of my mind.
During discussions with customers, I sometimes propose ideas by saying, “This is a completely different approach, but we also have an interesting patented solution.” Being able to make such proposals is one of the aspects of sales work that I find both rewarding and enjoyable.
I believe that this accumulation of experience and proven achievements over time is what truly defines the appeal of our company.

That part resonates with our corporate philosophy. Our true strength lies in continuously integrating the technical expertise we have accumulated over many years with ongoing innovation.

One of the key advantages is that we can directly test the machines we develop in actual operations. Furthermore we can refine and improve those machines based on feedback from our Construction Headquarters.
In our early days, we were primarily a manufacturer, and we conducted drilling ourselves to verify machine performance. Over time, as requests from customers for civil works increased, this led to the growth and advancement of our Construction Headquarters.
Today, we are involved in many projects for general contractors, including large-scale urban civil engineering works and projects related to the Chuo Shinkansen. In all of these, safety is our top priority. At the same time, schedule control and quality control are critically important.
We do not simply manufacture machines to match construction schedules or required quality standards; we also have the capability to modify machines as needed. This adaptability is one of our great strengths.
The employees of Construction Headquarters also take great pride in their work. This comes from working with our own uniquely developed machines. Regardless of their position or role, I feel each individual works with a clear sense of purpose and a strong sense of responsibility.

The Construction Headquarters is also made up of highly capable and dependable individuals with each personality. They are true field professionals—able to make quick judgments and take action in response to any kind of request. This is another one of our strengths, and something I find very reassuring.
In recent years, even in Manufacturing and Sales, customers increasingly expect on-site support. As a result, building a robust support structure—not only for our own civil works projects but also for external projects—has become an important challenge for us.

We have just under 150 employees, with dedicated departments for sales, manufacturing, construction and design, as well as a service team at our factory. Depending on the customer’s jobsites, however, we ensure that not only service staff but also sales staff, manufacturing and, when necessary, design engineers can provide on-site support.
By working together across departments, we keep our operations running smoothly.
In fact, Mr. Kuhara also goes out to job sites when needed, don’t you?

Yes, that’s true.
When a customer approaches us with a request such as, “We would like a machine built to these specifications,” our sales team becomes involved from the development stage and conducts detailed consultations.
Because these discussions are repeated many times, it is not uncommon for the process to take one or even two years before completion.
Through such long-term projects, sales representatives often become just as knowledgeable about the machines as our technical staff.
For example, they come to understand the process leading up to manufacturing, as well as the background behind key decisions. As a result, sales representatives are able to make adjustments and proposals in advance.
We truly believe that there is knowledge and expertise that can only be gained by being directly involved in civil works and jobsites.

I can feel a great sense of satisfaction when customers tell me, “I’m glad we asked Mr. Kuhara to handle this.”
Building such strong relationships of trust is what makes my work rewarding.
When I first joined the company, a senior manager once told me, “Don’t become ‘Kuhara of Tone’. Become the reason why people choose Tone.” That advice has stayed with me ever since, and I believe I have worked with that mindset throughout my career.

As a child, I often played with toys of construction machines such as bulldozers and cranes. I was naturally drawn to heavy machinery and found it fascinating.
That interest led me to join a company that manufactures heavy equipment. Its appeal lies in the fact that, with sufficient knowledge, one’s own ideas can actually become machines.
At our company, specialists in design and specialists in assembly work side by side.
Because professionals with different expertise come together here, we have the ability to turn almost any idea into reality.
When you think about it that way, the possibilities for manufacturers are limitless.

As a business leader, there are many initiatives I would like to pursue, but above all, I believe that valuing our employees is essential to ensuring the long-term sustainability of our business.
Our employees are our greatest asset. To enhance work–life balance and employee engagement, we aim to improve the working environment through initiatives including DX, while also taking into account the well-being of employees and their families. By continuously upgrading our facilities and systems, we hope to create a workplace where people can thrive.
I believe that these efforts will nurture talented individuals and ultimately drive the growth of the company.

At the same time, changes in the global environment, economic conditions and Japan’s declining and aging population will continue to reshape societal values further.
In response, we will further advance research and development of machinery for geothermal, Underground Thermal Energy, and marine resource development. We must also explore options such as rebuilt used equipment and leasing services to help reduce the burden on our customers amid rising material and labor costs.
In addition, we see it as essential to develop AI-enabled automated machines to address the decline in skilled operators, establish new construction methods using newly developed equipment within our construction headquarters and promote GX initiatives across our products and in-house manufacturing facilities.

I am constantly thinking about what we can pass on to the younger employees who will carry the company forward. Until a few years ago, it was common for staff to work on-site for long periods. Today, as work–life balance has become increasingly important, we are reviewing such working styles and systems—while at the same time ensuring that our passion for manufacturing is firmly conveyed to the next generation.
In addition to passing on structural knowledge and core technical expertise, we are committed to creating an environment where employees can think deeply, continue learning, and grow.
Because we handle a wide range of machines, including many custom-made models, there is a great deal to learn. As such, the transfer of knowledge and information, as well as continuous system updates, has become an urgent priority.

We want to create a workplace where employees can truly experience the joy of manufacturing and gain a sense of achievement as their knowledge grows.
When speaking with candidates in interviews, I often describe our work as “building a giant plastic model.”
I hope many people will enjoy the challenge and satisfaction that come with that process.

From the perspective of becoming a truly sustainable company, it is essential to consider what comes ahead.
With constantly changing environmental conditions, global affairs and challenges related to the workforce and employment, it is becoming increasingly difficult to predict the future. I am convinced that unless we conduct our business with a vision extending at least 20 years into the future, we will not be able to reach the next 100 years.
To ensure we continue advancing without being left behind by the changes over the next 20 years, we shall proceed with our efforts centered on the newly established Development Department. Through this effort, we will explore and further develop products and systems that can contribute meaningfully to society.

First and foremost, we must remain a company that customers feel comfortable coming to for advice. Being consulted means standing close to our customers and truly understanding their challenges and needs. For that to happen, each employee must cultivate a wide range of ideas and gain experience with many different machines and job sites.
That said, 100 years from now, Toa-Tone Boring may no longer be a company that focuses solely on manufacturing drilling machines. Even by simply shifting our perspective toward underground, countless new ideas and possibilities emerge.
When viewed that way, the future of a machinery manufacturer is filled with excitement and potential.

Our company will celebrate its 110th anniversary in 2027.
Although our company name has changed several times over the years, our core philosophy has remained the same: to stand close to our customers and deliver products and construction services that truly satisfy their needs. All of our employees take pride in this mission and strive every day to live up to it. At the same time, we believe that fresh perspectives and the energy of younger generations are essential for our future growth. If you share an interest in what we do, we warmly invite you to visit us and learn more about our company.