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Omron Corporation - Company Profile, Information, Business Description, History, Background Information on Omron Corporation

Karasuma Nanajo
Shimogyo-ku
Kyoto 600-8530
Japan

Company Perspectives:

A pioneer in the field of automation, Omron Corporation is one the world's premier manufacturers of automation components, equipment, and systems with advanced computer, communications, and control technologies.

Omron's versatile lineup of products includes relays, sensors, and switches; computer systems for factory automation (FA); and large-scale control and information systems.

Our Seventh Mid-Term Management Plan is focused on achieving mid-to-long-term growth through structural reforms targeting three major goals: creating a growth-oriented structure, establishing an innovative cost structure, and revitalizing corporate resources.

History of Omron Corporation

Omron Corporation is a world leader in the field of automation. The company has six main divisions. The largest, accounting for about 51 percent of overall sales is the Industrial Business Group, which manufactures and distributes control components--such as printed circuit board relays, security system sensors, and seismic sensors--and is a leading provider of factory automation systems. The Social Systems Business Group, which accounts for about 23 percent of sales, is a leader in the field of service automation, manufacturing automatic teller machines, point-of-sale systems, electronic cash registers, vending machines, airport automated check-in systems, automatic ticket gates, and traffic information and management systems. The Healthcare Division generates about seven percent of revenues; makes and markets healthcare products used by consumers and professionals, including digital blood pressure monitors, digital thermometers, body-fat meters; and offers medical systems and services. Omron's Specialty Products Division, responsible for about eight percent of sales, is active in three product areas: computer peripherals, such as modems and scanners; automotive electronic components, such as power window switches and air bag pressure sensors; and highly specialized sensors, such as the bill recognition unit installed in photocopiers to prevent paper currency counterfeiting. Generating another eight percent of sales is the Open Systems Division, which develops message and telemarketing systems for the public and private sectors. The final division is the Creative Service Business Division, which contributes less than four percent of Omron's overall sales; this division offers professional business services to corporate clients in such areas as logistics, information systems, communications, human resources management, and financial management.

Early History

Kazuma Tateisi, born in 1900, was graduated from the electrical engineering department of what is now Kumamoto University. Tateisi worked briefly as an electrical engineer for the government on a Hyogo hydroelectric plant, and then began working for the Inoue Electric Manufacturing Company in 1922.

The New York stock market crash of 1929 triggered the "Great Showa Depression" in Japan. When Tateisi became part of Inoue's reduction in its labor force, he rented a factory and began to manufacture household appliances. Sales on his knife grinder and pant press, items Tateisi developed himself, were low. But in 1932 Tateisi used the knowledge of induction relays he had acquired at Inoue to invent and develop a timing device that limited X-ray exposure to 1/20 of a second. He began production of the timer through a joint venture with Dai Nippon X-ray Inc., using Tateisi Medical Electronics Manufacturing Company as a label.

Early in 1933 Tateisi moved to Osaka to be nearer to Dai Nippon. The Tateisi Electric Manufacturing Company began operations on May 10 that year, the date that is celebrated as the founding anniversary of Omron.

Lack of capital and contractual limitations with Dai Nippon hampered the young company, but in early 1934 Tateisi began to market an induction-type protection relay, which was an essential component of the timer. The component found a large market and successfully raised revenue.

Later that year a typhoon struck Japan's western coast, causing extensive damage to factories there. Hitachi, the chief manufacturer of induction-type protection relays, could not meet the immediate demand, and orders for repair or substitution of relays overwhelmed Tateisi's small factory. The company quickly transferred the manufacturing of its timers to Dai Nippon and concentrated on the relay. The timer would be the last device made by Tateisi for several decades; the transfer marked the beginning of Tateisi's focus on components.

Demand for the relay devices continued after the recovery from the typhoon as Japanese industrial development increased overall, allowing Tateisi to expand his output and facilities. In 1937 Tateisi built a larger factory with offices and a warehouse. He also established a branch office in Tokyo and purchased another factory, where parts from the Osaka plant were assembled.

Research conducted during World War II led to the development of a product line that would become an area of extensive postwar growth for the company. At the request of Tokyo University, Tateisi began to research microswitches, also known as precision switches, in 1941; in 1944 the company supplied 300 microswitches to the university.

During World War II, Tateisi produced flap switches for aircraft and acted as a subcontractor to Mitsubishi Heavy Industries. In 1944 Tateisi converted a movie studio into the Kyoto branch factory. A year later the Tokyo branch office and the main factory were destroyed in air raids, forcing all production to the Kyoto branch, which remained the company's headquarters until 1968.

Since Japan's hydroelectric plants were largely intact after the war, electricity at least was not scarce. The company's initial peacetime production centered on small household consumer appliances under the name Omlon (which later became Omron), an independent subsidiary.

In 1947 the government, seeking to prevent the frequent electrical overloads common at the time, asked appliance manufacturers to develop a current limiter. Production for the government required incorporation, which Tateisi completed on April 14, 1948. Although the company was once again part of the component industry, postwar prosperity was still several years away. In 1949 the allied powers enacted the Dodge Line, requiring the Japanese government to take anti-inflationary action. These measures revoked the funds that had provided the market for Tateisi's limiter.

This action struck a serious blow to Tateisi's 33 employees, who had devoted all production capability to the limiter. Debt forced reductions in operations and reorganization in the company's subsidiaries. Sales dropped 57 percent that year, to the company's record low.

Efforts to rebuild amid economic instability continued until the intervention of the United Nations in the Korean War stimulated the economy and increased demand for relay devices. This renewed demand allowed Tateisi to reopen the Tokyo branch office and to build a new office in Osaka.

Entered Automation Field in the 1950s

By 1953 the company employed 65 people and Korean wartime demand had boosted the Japanese industrial economy. Kazuma Tateisi had taken an interest in cybernetics--automatic control systems. After a tour of U.S. companies, he felt sure that an automation revolution was at hand in Japan and reorganized the company accordingly.

Development of new products had assumed a rapid pace, and a centralized company could not efficiently administer market-oriented production. Tateisi introduced the "Producer System" (P-system), which delegated individual products to independent companies. Under the P-system, the managers of individual factories and subsidiaries were responsible for production and labor relations while the head office retained all other decision-making. This decentralization allowed a varied product line and profitability on items with slim margins. The company continued to pursue this approach to production, creating separate sales and research subsidiaries in 1955.

In 1958 Omron became a registered trademark and began to be used on all the company's products. But more importantly, the company developed its first control system, which combined several of its components. The following year a P-system company began production of control systems. With these and other innovations, the company saw sales increase tenfold between 1955 and 1959, to ¥1.3 billion.

With the help of government financing, Tateisi completed his Central Research Institute in 1959, which helped speed the development of new items, especially the contactless switch of 1960. This switch's tremendous success solidified the company's future commitment to research and development and gave it prominence in the area of high-tech research.

Entered Health Field in Early 1960s

In 1961 Tateisi introduced a stress meter, the first of many low-cost cybernetic devices for medicine and biology. Instead of establishing a subsidiary, however, health engineering remained part of the parent company as a department.

Complex vending machines, introduced in 1963, were also a long-term success for the company. Capable of dispensing several different items and accepting a variety of currencies, the machines' currency calculation and detection equipment soon found applications in areas beyond food vending. The device proved to be a major breakthrough for the company, as it offered electronic processing of financial transactions, an enormous area of growth in the decades to come.

During the mid-1960s, international sales grew through long-term export contracts. Tateisi opened a representative office in New York, and began to earn the respect of U.S. buyers as a quality producer of vending machines and other electronically monitored control devices just as market demand for such items intensified.

When the company went public in 1962 it had to consolidate the management and financing of the P-system companies in order to be traded on commodities markets, a process that was completed in 1965. Although this sacrificed many of its cost advantages, Tateisi took advantage of its public status. Thanks in part to a period of national economic growth, the company now had the means to invest more heavily in its structural facilities and established eight new factories, four offices, and seven retail branches.

During the eight-year period ending in 1967, annual sales increased almost tenfold again, to ¥10 billion. In 1968 the company built new headquarters in Kyoto and changed its name to Omron Tateisi in celebration of its 35th anniversary.

Omron established the first Japanese research center in the United States in 1970, benefiting from reduced funding for NASA, which made more technically trained employees available. The research and development center in California met with some hostility from people who saw it as another example of the growing economic threat Japan's booming economy represented. The center eventually helped to develop large-scale integrated circuits and liquid crystals, further advancing Omron in the area of electronics research.

The late 1960s and early 1970s were a healthy time for Omron; the company set a five-year sales goal in 1969 of ¥100 billion, and increased its international presence.

The pace of product development grew. During the 1960s, technology advances, including devices pioneered by Omron, created the possibility of universal electronic controls, as opposed to the control devices of the 1950s, which were developed individually as needed. In 1968 Omron introduced a contactless pinboard sequence programmer, which allowed systems flexibility and increased the number of individual tasks to which they could be applied. Four years later, Omron introduced a programmable sequence controller.

Reorganized in the Mid-1970s

The oil crisis in 1973 sparked a period of slow growth nationwide. The mid-1970s were the most stagnant years since the Dodge Line of 1949. Omron was caught expanding its production once again, and was forced to lay off workers and cut production in the P-system companies. In an attempt to build immunity to such fluctuations, the company pruned management and restructured. While many Japanese companies increased their export drive to overcome this economic shock, Omron delayed such efforts until its reorganization of 1976 was completed.

The reorganization was expensive but successful. Sales decreased and the company reported negative net profits for 1975-76, but after three years it was back on course. In 1978, four years behind its original goal, Omron's sales reached ¥101.1 billion. In 1979 Takao Tateisi succeeded Kazuma Tateisi as president, and a new sales goal of ¥500 billion was set for 1990.

Two years later the goal still looked reasonable. Demand for control systems increased 20 percent each year and overall sales grew steadily. But the next decade was an unstable one for Omron, and many changes were eventually required.

Growth slowed substantially in 1981 and actually reversed in 1982. Sales slowly increased but it was six years before the company was fully recovered. Although still sensitive to the global economic climate, Omron had satisfactory returns in many areas. Exports had slowed due to yen appreciation, but overall sales of ATMs, switches, relays, office automation equipment, and medical devices increased rapidly, while control systems continued to increase more moderately.

The brisk pace of 1984-85 hinted at recovery, and the corporation set record net profit levels. But sales of control systems, Omron's largest sector, did not increase and electronic funds transfer systems (EFTS), the second largest sector, actually decreased. Further frustration came from the appreciating yen, which limited export potential.

By 1987 international sales accounted for only 17 percent of sales, down from 25 percent at the beginning of the decade. Yet Omron's limited vulnerability to fluctuations in the exchange rate did offer opportunities, and the company mobilized to capitalize on them. The strong yen led many companies in Japan to reinvest in their manufacturing facilities and information systems, which improved Omron's domestic sales. Omron also invested in itself, nearly doubling its long-term debt during the decade to ¥34.8 billion, and lowering its earnings for 1985 and 1986. The exchange rate also allowed the company to increase overseas production and buy more components from Taiwan and South Korea. In 1988 these investments finally improved earnings, which nearly doubled in one year, while sales, only slightly behind schedule, jumped to ¥315 billion.

Transitioned to Systems Development in Late 1980s

Omron had also used the slow growth period to restructure. Its most important move was its transition from a component manufacturer to a producer of integrated control systems. As it entered the late 1980s, Omron relied on research and development and its expertise in combining cybernetic technology, advanced controls, computers, and telecommunications technology to position all of its sectors for the next growth period.

Such flexibility in applications was crucial as customers' needs grew more complex. The retail industry, for instance, increased its demand for faster seller recognition, order placement, and stock control. Other industries interested in EFTS technology included insurance and securities companies wishing to gain rapid access to markets.

Omron's most significant move toward systems development came in 1988, when the company integrated the Control Components (65 percent of sales) and the EFTS divisions (19 percent), believing that technical integration of the company's two largest divisions would be vital to future growth. These divisions were regrouped as Industrial-related Strategic Business Units (SBUs) and Social-related SBUs. The latter was certain to employ the company's Office Automation and Information Systems divisions, which made up ten percent of sales in 1988.

Following the collapse of the 1980s Japanese financial bubble, Omron and other high-tech Japanese companies faced a much more difficult operating environment in the 1990s. The bleakest period for Omron came from 1992 to 1994, when net income dropped to ¥6.17 billion (1992), ¥4.57 billion (1993), and ¥4.69 billion (1994). The figure for 1991 was ¥21.47 billion, while the company recovered in 1995 to ¥12.15 billion. Cost-cutting measures taken by Omron to improve the results included sharply reducing capital spending, streamlining operations--including the reduction of products offered by more than 30 percent--and cutting the workforce by 1,500 through attrition, over a three-year period starting in 1994. The company also stepped up its efforts to develop higher value-added products.

With domestic demand stagnant, Omron looked for opportunities for growth through export. The rapidly emerging nations of southeast Asia were particularly targeted both for potential sales and as an area where manufacturing could be carried out more cheaply than in Japan. Likewise, China became a key for overseas growth and Omron established a regional headquarters there in fiscal 1995. During fiscal 1996, Omron expanded its facilities in Indonesia and also opened three new factories in Shanghai. In early 1997 the company announced plans to double its presence in Asia, outside Japan, by 2001. Omron had already become a much more export-oriented firm, increasing its sales outside of Japan from 16.5 percent in 1990 to 25.6 percent in 1997. The company aimed to further increase export sales to 30 percent by 2001. Another goal was to raise the overseas procurement rate from ten percent to 30 percent during the same period.

The beginning of the Asian financial crisis in mid-1997 and the subsequent fall of the Japanese economy into recession wreaked havoc upon Omron's plans. During the 1999 fiscal year ending in March 1999, Omron saw its export of control components fall due to weak global demand and a strong yen. Revenues fell for the year, as did net income, which declined from ¥18.3 billion in 1998 to ¥2 billion in 1999. In March 1999 Omron announced another restructuring plan, this one to lower the company's workforce from 18,800 to 16,800 by March 2002 and to reduce the number of directors from 30 to less than ten.

Principal Subsidiaries: EUROPE: Omron Europe B.V. (Netherlands); Omron Telford Ltd. (U.K.); Omron Manufacturing of the Netherlands B.V.; Omron Electronics Manufacturing of Germany G.m.b.H.; Omron Electronics Ges.m.b.H. (Austria); Omron Electronics N.V./S.A. (Belgium); Omron Electronics A.G. (Switzerland); Omron Fabrikautomation G.m.b.H. (Germany); Omron Electronics A/S (Denmark); Omron Electronics S.A. (Spain); Omron Electronics S.a.r.l. (France); Omron Electronics S.r.L. (Italy); Omron Electronics Norway A/S; Omron Electronics B.V. (Netherlands); Omron Electronics Lda. (Portugal); Omron Electronics A.B. (Sweden); Omron Electronics O.Y. (Finland); Omron Electronics Ltd. (Turkey); Omron Electronics Ltd. (U.K.); Omron Electronics, Kft. (Hungary); Omron Electronics Spol. S.r.o. (Czech Republic); Omron Electronics SP.Z.O.O. (Poland); Omron Electronics G.m.b.H. (Germany); Omron Systems Europe G.m.b.H. (Germany); Omron Systems U.K. Ltd.; Omron Retail Systems France s.a.r.l.; Omron Healthcare G.m.b.H. (Germany); Omron Medizintechnik Handelsgesellschaft G.m.b.H. (Germany). NORTH AMERICA: Omron Management Center of America, Inc. (U.S.A.); Omron Advanced Systems, Inc. (U.S.A.); Omron Manufacturing of America Inc. (U.S.A.); Omron Electronics, Inc. (U.S.A.); Omron Canada, Inc.; Omron Dualtec Automotive Electronics, Inc. (Canada); Omron Automotive Electronics, Inc. (U.S.A.); Omron Systems, Inc.; Omron Healthcare, Inc. (U.S.A.); Omron Office Automation Products, Inc. (U.S.A.). SOUTH AMERICA: Omron Componentes Eletrô Eletrônicôs da Amazonia Ltda. (Brazil); Omron Eletrônica do Brasil Ltda. (Brazil); Omron Business Sistemas Electrônicos da América Latina Ltda. (Brazil). ASIA PACIFIC: Omron Asiapacific Pte. Ltd. (Singapore); Omron Malaysia Sdn. Bhd.; PT Omron Manufacturing of Indonesia; Omron Electronics Sales and Service (Malaysia) Sdn. Bhd.; Omron Electronics Pty. Ltd. (Australia); Omron Electronics Ltd. (New Zealand); Omron Korea Co., Ltd.; Omron Electronics Co., Ltd. (Thailand); Omron Mechatronics of the Philippines Corporation; Omron Automotive Electronics Korea Co., Ltd.; Omron Business Systems Singapore (Pte.) Ltd.; Omron Business Systems Malaysia Sdn. Bhd.; Omron Healthcare Singapore Pte. Ltd. CHINA AND TAIWAN: Omron (China) Group Co., Ltd. (Hong Kong); Omron (China) Co., Ltd.; Omron Trading (Shanghai) Co., Ltd. (China); Omron Shanghai Computer Corp. (China); OTE Engineering Inc. (Taiwan); Shanghai Omron Automation System Co., Ltd. (China); Shanghai Omron Control Components Co., Ltd. (China); Omron (Shanghai) Co., Ltd. (China); Omron Electronics Asia Ltd. (Hong Kong); Omron Taiwan Electronics Inc.; Yamron Co., Ltd. (Taiwan); Beijing GOT Business Computer System Co., Ltd. (China); Omron (China) Co., Ltd.; Omron Dalian Co., Ltd. (China).

Principal Divisions: Industrial Business Group; Social Systems Business Group; Healthcare Division; Specialty Products Division; Open Systems Division; Creative Service Business Division.

Additional Details

  • Public Company
  • Incorporated: 1948 as Tateisi Electric Manufacturing Company
  • Employees: 18,800
  • Sales: ¥611.80 billion (US$4.63 billion) (1998)
  • Stock Exchanges: Tokyo Osaka Kyoto Nagoya Frankfurt
  • Ticker Symbol: OMRON
  • NAIC: 334111 Electronic Computer Manufacturing; 334119 Other Computer Peripheral Equipment Manufacturing; 333313 Office Machinery Manufacturing; 33422 Radio & Television Broadcasting & Wireless Communications Equipment Manufacturing; 334413 Semiconductor & Related Device Manufacturing; 334418 Printed Circuit Assembly (Electronic Assembly); 334419 Other Electronic Component Manufacturing; 334511 Search, Detection, Navigation, Guidance, Aeronautical, & Nautical System & Instrument Manufacturing; 334514 Totalizing Fluid Meter & Counting Device Manufacturing; 339112 Surgical & Medical Instrument Manufacturing; 541512 Computer Systems Design Services; 561110 Business Management Services

Further Reference

Baker, Gerard, "Restructuring Helps Omron to Rise 42%," Financial Times,November 9, 1994, p. 33.Dawkins, William, "Omron Shrugs Off Domestic Doldrums," Financial Times,November 7, 1995, p. 27.Fifty Years of Omron: A Pictorial History,Kyoto: Omron Tateisi Electronics, 1985."'Fuzzy' Profits for Omron," Industry Week,September 3, 1990, p. 56.Johnstone, Bob, "Mechatronic Marvels," Far Eastern Economic Review,July 29, 1993, p. 30.Robinson, Gwen, "Omron Set to Expand in Asia," Financial Times,January 22, 1997, p. 32.Wagstyl, Stefan, "Omron Fights to Retain Competitive Edge," Financial Times,February 25, 1992, p. 27.
Sours: https://www.referenceforbusiness.com/history2/57/Omron-Corporation.html

Nidec Completes Acquisition of OMRON Automotive Electronics Co. Ltd

Masahiro Nagayasu
General Manager
Investor Relations
+81-75-935-6140
[email protected]

Released on October 31, 2019, in Kyoto, Japan  

Nidec Corporation (TSE: 6594) (OTC US: NJDCY) (the “Company” or “Nidec”) announced today that the Company completed the acquisition of OMRON Automotive Electronics Co. Ltd. (“OMRON Automotive Electronics”) from OMRON Corporation (“OMRON”) (the “Stock Acquisition”) on October 31, 2019 (Japan time), in accordance with a stock purchase agreement entered into by the Company and OMRON on April 16, 2019 (Japan time).
At the same time as the Stock Acquisition, Nidec acquired another set of OMRON’s subsidiaries, OMRON AUTOMOTIVE ELECTRONICS de Mexico, S. de R.L. de C.V. and OMRON COMPONENTES AUTOMOTIVOS LTDA., collectively called “Target Overseas Subsidiaries”. The overviews of OMRON Automotive Electronics, its subsidiaries and the Target Overseas Subsidiaries are stated in “Outline of the Major Acquired Companies” below.
In the meantime, as announced on October 29, 2019, the acquisition of the automotive electronics components businesses of PT. OMRON MANUFACTURING OF INDONESIA and OMRON VIETNAM CO., LTD. (collectively “Target Overseas Businesses”) is expected to complete by the end of June 2020, although the profits and risks associated were transferred to Nidec as of today. Nidec decided not to acquire the business from OMRON HONG KONG LTD.
 Hereinafter, the Stock Acquisition, acquisition of the Target Overseas Subsidiaries and Target Overseas Businesses are collectively defined as the “Transaction”. 

1. Outline of the Major Acquired Companies 

1) Change of Company Names 

Locations Current Company Names 
Planned New Company Names 
Komaki, Japan
OMRON Automotive
Electronics Co. Ltd. 
NIDEC MOBILITY CORPORATION 
Chicago,
Detroit and
Ohio, USA 
Omron Automotive Electronics,
Inc. 
NIDEC MOBILITY AMERICA
CORPORATION 
Guangzhou,
China 
Omron (Guangzhou)
Automotive Electronics Co.,
Ltd 
NIDEC MOBILITY (GUANGZHOU)
CORPORATION 
Seoul, Anseong,
Korea 
Omron Automotive Electronics
Korea Co., Ltd. 
NIDEC MOBILITY KOREA
CORPORATION 
Silao, Mexico 
Omron Automotive Electronics
de Mexico S. de R.L.de C.V. 
NIDEC MOBILITY MEXICO S. de R.L. de
C.V. 
Bangkok,
Ayutthaya
Thailand 
Omron Automotive Electronics
Co., Ltd. 
NIDEC MOBILITY (THAILAND) CO.,
LTD. 
Gurgaon, India
Omron Automotive
Components India Pvt Ltd. 
NIDEC MOBILITY INDIA PVT LTD. 
Stuttgart,
Germany 
Omron Automotive Electronics
Europe GmbH 
NIDEC MOBILITY GERMANY GmbH 
Stuttgart,
Germany
Omron Automotive
Technologies Europe GmbH 
NIDEC MOBILITY TECHNOLOGIES
GERMANY GmbH 
Vinhedo, Brazil 
Omron Componentes
Automotivos Ltda. 
NIDEC MOBILITY BRAZIL LTDA. 
Oakville,
Canada 
Omron Automotive
Technologies, Inc. 
NIDEC MOBILITY CANADA
CORPORATION 
Kingswinford,
United Kingdom
Omron Automotive European
Service Ltd. 
NIDEC MOBILITY UK LTD. 

2) New Directors 

Planned New Company Name 
Planned New Directors 
NIDEC MOBILITY
CORPORATION 
Member of the Board, Chairman Shigenobu Nagamori
Member of the Board, Representative Katsuhiro Wada
Director, President 
Director, Vice President Makoto Daicho
Director, Vice President Toshinori Takahashi
Member of the Board Kazuya Hayafune
Member of the Board Yoshihisa Kitao
Member of the Board Takeaki Ishii
Audit & Supervisory Board Member Hiroyuki Ochiai
Vice President Randy Wara
Vice President Tetsuya Fukumoto
Vice President Kenji Nakajima
Vice President Masaaki Kirihata
NIDEC MOBILITY
AMERICA CORPORATION
Member of the Board, Chairman Katsuhiro Wada
Member of the Board, President Randy Wara
Member of the Board Toshinori Takahashi
Vice President Steve Kozik 
NIDEC MOBILITY
(GUANGZHOU)
CORPORATION 
Chairman Katsuhiro Wada
President Kazushi Kadogaki
Executive Vice President Eizo Kitamura
Member of the Board Makoto Daicho
Member of the Board Toshinori Takahashi
Audit & Supervisory Board Member Wataru Gohara  
NIDEC MOBILITY KOREA
CORPORATION 
Representative Director, Chairman Katsuhiro Wada
Representative Director, President Isao Okaniwa
Director Kim Jee Duck
Director Makoto Daicho
Director Tetsuya Fukumoto 
Audit & Supervisory Board Member Wataru Gohara 
NIDEC MOBILITY
MEXICO S. de R.L. de C.V.
Member of the Board, President Randy Wara
Member of the Board Juan Rodriguez
Member of the Board Katsuhiro Wada
Member of the Board Kenji Nakajima
Vice President Martin Avila
Vice President Steve Kozik
Vice President Mark Borgan  
NIDEC MOBILITY
(THAILAND) CO., LTD. 
Member of the Board Yoichi Toguchi
Member of the Board Katsuhiro Wada
Member of the Board Makoto Daicho
Member of the Board Kenji Nakajima 
NIDEC MOBILITY INDIA
PVT LTD. 
Member of the Board Yoshihiro Nohara
Member of the Board Katsuhiro Wada
Member of the Board Keiji Oshima
NIDEC MOBILITY
GERMANY GmbH 
Member of the Board, President Randy Wara 
NIDEC MOBILITY
TECHNOLOGIES
GERMANY GmbH 
Member of the Board, President  Randy Wara 
NIDEC MOBILITY BRAZIL
LTDA. 
Member of the Board Hidenobu Ishida
Member of the Board Kenichi Sugita 
Audit & Supervisory Board Member Wataru Gohara  
NIDEC MOBILITY
CANADA CORPORATION
Member of the Board, President Randy Wara
Member of the Board Dale Morrison
Member of the Board Tetsuya Fukumoto 
NIDEC MOBILITY UK
LTD. 
Member of the Board, President  Randy Wara 

2. Purpose of the Transaction and Future Operation Policy 

Nidec positions its automotive motor business as one of the Company’s key strategic businesses, and engages in active efforts in the business for automotive motor market which the Company expects to grow rapidly in the coming years. Nidec particularly focuses on module products composed of electric power steering (EPS) motors, electric brake motors, etc. and electronic control units (ECU) eyeing further electrification and autonomous driving in the automotive industry, as well as EV traction motor systems, etc. for which significant future market growth can be expected. The Company anticipates that the electrification trend will accelerate further in response to environmental and energy related challenges on a global scale, and will step up research and development activities with Nidec Elesys, an ECU manufacturer which joined the Nidec group in 2014, to create more electrification products going forward.
OMRON Automotive Electronics engages in research and development, manufacturing, and sales of automotive electronics products as a subsidiary of OMRON Group, which has strengths in control equipment, systems, and electronic components based on its sensing and control technologies. In particular, OMRON Automotive Electronics has produced many high-quality control products forbody control system, ECUs for motor control systems, power control systems, and other areas to address the market’s electrification needs. Through the Transaction, the Company will be able to create new module and systems products by combining Nidec group’s motors, pumps, gears, etc. with OMRON Automotive Electronics’ products including ECUs and other electronics products.
Furthermore, Nidec Elesys and OMRON Automotive Electronics have a complementary relationship in the area of ADAS (Advanced Driver Assistance Systems), creating significant synergies. In particular, Nidec Elesys has strengths in wave radar and camera-related products, while OMRON Automotive Electronics has strengths in laser radar and driver monitoring systems, which will allow the two companies to collectively provide a full spectrum of sensors required for
autonomous driving in the future. Following the Transaction, the Company expects that the both companies will cooperate within the Nidec Group to provide a wide variety of sensor products which support autonomous driving technologies. 

 

 

3. Effect on Financial Performance of the Current Fiscal Year

Once we determine the impact of the Transaction on our financial performance for the current fiscal year, we will make appropriate disclosure pursuant to the rules of the Tokyo StockExchange, and announce any changes to our forecasts as required thereunder. 

Cautionary Statement Concerning Forward-Looking Information 

This press release contains forward-looking statements regarding the intent, belief, strategy, plans or expectations of the Nidec Group or other parties. Such forward-looking statements are not guarantees of future performance or events and involve risks and uncertainties. Actual results may differ materially from those described in such forward-looking statements as a result of various factors, including, but not limited to, the risks to successfully integrating the acquired business with the Nidec Group, the anticipated benefits of the Transaction not being realized, changes in general economic conditions, shifts in technology or user preferences for particular technologies and changes in business and regulatory environments. The Nidec Group does not undertake any obligation to update the forward-looking statements contained herein or the reasons why actual results could differ from those projected in the forward-looking statements except as may be required by law. 

 

Sours: https://www.nidec.com/en/ir/news/2019/news1031-01/
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Omron

Japanese electronics company

Omron Corporation (オムロン株式会社, Omuron Kabushiki-gaisha), styled as OMRON, is a Japanese electronics company based in Kyoto, Japan. Omron was established by Kazuma Tateishi (立石一真) in 1933 (as the Tateishi Electric Manufacturing Company) and incorporated in 1948.

The company originated in an area of Kyoto called "Omuro (御室)"(ja), from which the name "Omron" was derived. Prior to 1990, the corporation was known as Omron Tateishi Electronics. During the 1980s and early 1990s, the company motto was: "To the machine the work of machines, to man the thrill of further creation".

Omron's primary business is the manufacture and sale of automation components, equipment and systems, but it is generally known for medical equipment such as digital thermometers, blood pressure monitors and nebulizers. Omron developed the world's first electronic ticket gate,[5] which was named an IEEE Milestone in 2007,[6] and was one of the first manufacturers of automated teller machines (ATM)[7] with magnetic stripe card readers.[8]

Omron Oilfield & Marine is a provider of AC and DC drive systems and custom control systems for oil and gas and related industries.

Omron was named one of Thomson Reuters Top 100 Global Innovators in 2013.[9]

Business divisions and products[edit]

  • Industrial automation: industrial robots, sensors, switches, industrial cameras, safety components, relays, control components, electric power monitoring equipment, power supplies and PLCs
  • Electronic components: relays, switches, connectors, micro sensing devices, MEMSsensors, image sensing technologies,
  • Social systems: access control systems (building entry systems), road management systems, traffic signal controllers, security/surveillance cameras, automated ticket gates, ticket vending machines, fare adjustment machines
  • Healthcare:
  • Other businesses

Shareholders[edit]

As of September 30, 2015:

Gallery[edit]

  • Omron 8P calculator (1976)

  • A digital Omron HJ-112 pedometer

See also[edit]

References[edit]

  1. ^"Corporate Data". Retrieved April 11, 2014.
  2. ^"Integrated Report 2015". Retrieved 1 August 2015.
  3. ^"Company Profile". Google Finance. Retrieved April 11, 2014.
  4. ^O'Brien, E.; Mee, F.; Atkins, N.; Thomas, M. (1996). "Evaluation of three devices for self-measurement of blood pressure according to the revised British Hypertension Society Protocol: the Omron HEM-705CP, Philips HP5332, and Nissei DS-175". Blood Pressure Monitoring. Europe PMC. 1 (1): 55–61. PMID 10226203.
  5. ^"Omron History: Realization of Unmanned Station System, First in the World". Retrieved April 12, 2014.
  6. ^"Milestones:List of IEEE Milestones". IEEE. Retrieved April 12, 2014.
  7. ^"Omron Global Website: Development of an automatic cash dispenser (1969)". Retrieved April 12, 2014.
  8. ^"Omron in Russia". DMLieferant. Retrieved July 22, 2013.
  9. ^"Top 100 Global Innovators 2013". Thomson Reuters. Retrieved April 17, 2014.

External links[edit]

Sours: https://en.wikipedia.org/wiki/Omron
OMRON Complete™
  1. NDT.org
  2. Industrial Directory
Mistras Group
1 Commerce Dr 
SchaumburgIL Illinois
United States60173
Phone: +1 847 285 7123, Fax: +1 847 285 8123
Tags: Electronics Electrical Control Systems
Manufacturer of industrial automation controls, electromechanical components, automotive electronics, ATMs and cash handling equipment and healthcare products with a core competence sensing and control technology.
OMRON | Global Top Welcome to Omron Corporation's global web site. Please view the Non Flash version of our site from the link below:
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Dictionary

Frequently Asked Questions

What kind of products does Omron electronic components make?

Omron Electronic Components Company offers broad range of products that provide advanced device and module solutions centered on relays, switches, connectors, and sensors, to suit a variety of applications in the sectors of factory automation, mobility, energy management, healthcare and office/home appliances.

Who is the distributor for Omron relays and sensors?

Omron Distributor Newark stocks a broad range of Omron relays, switches, sensors, connectors and much more electronics components in stock and ready to ship today. Like to see information about this product from other customers?

Where is the headquarters of the Omron Corporation?

Omron Corporation (オムロン株式会社, Omuron Kabushiki-gaisha), styled as "OMRON" is an electronics company based in Kyoto, Japan.

How to contact Omron automation Americas by email?

Omron Automation Americas is committed to protecting and respecting your privacy. If you consent to us contacting via email, please tick below to say how you would like us to contact you: I agree to receive Marketing communications from Omron Industrial Automation.*

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OMRON 5 Series® Wireless (BP7250)

New Omron Electronics LLC, Domino Amjet, Inc. Alliance Will Integrate Data Management, Operational Solutions

  • November 16, 2004
  • Omron Automation & Safety
  • OMRON Automation & Safety
  • News
SCHAUMBURG, IL (November 8, 2004)—Omron Electronics LLC has joined with Domino Amjet, Inc. in a strategic alliance that offers enhanced EPC-compliant RFID coding and track and trace capability to companies as they code materials, products, packages and pallets, in order to ensure quality control, enhanced recall capability and continuous supply chain management. Omron is a leading manufacturer of industrial automation products and solutions with global sales in excess of $5 billion. Domino Amjet is one of the premier manufacturers of coding and marking equipment used in packaging and manufacturing applications.“Recent mandates by larger retailers requiring EPC-compliant RFID coding of shipments have created a demand for equipment that can apply and verify those RFID tags,” states Paul Witt, Omron’s Strategic Sales Manager. “For many companies, that has meant an additional investment and higher production costs with no way to recoup them and no offsetting benefits. Omron and Domino are joining forces to help change that.” Omron views RFID as most effective when used as part of a larger, integrated system of verifying and tracking all codes (including barcodes, use-by dates, etc.) to achieve total supply, manufacturing and distribution chain management. Adding such coding to a company’s manufacturing and assembly operations to enhance its automation, for instance, produces efficiencies and cost savings that more than offset the investment. “Today RFID coding is for many companies a necessary evil,” said Witt. “Omron’s unique ability to capture, store and communicate data and Domino’s expertise in delivering high-quality printing, marking and RFID labeling will enable us together to develop new solutions that will deliver enhanced productivity from start to finish of a process. That’s the real news.”For further information, contact: Omron Electronics LLC, 1 Commerce Drive, Schaumburg, IL 60173. Tel.: 866-88-OMRON. Fax: 847-843-8081. Internet: www.omron.com/oei.Omron Electronics LLC is a leading manufacturer and provider of industrial automation products and solutions. Offering complete automation connectivity, extensive product groups include machine vision systems, programmable controllers, sensors, operator interfaces, timers, counters, servo motors and drives, and software. Omron also provides data collection, inspection systems, motion systems and automation systems services and products. Omron Electronics LLC is the Americas subsidiary of Omron Corporation, a $5 billion global leading supplier of reliable, advanced electronics and control system components and services.Domino Printing Sciences is a world-leader in ink jet and laser technologies offering total coding and printing solutions. The North American market is served by three subsidiaries: Domino Amjet Inc. in Gurnee, Illinois, USA; Domino Printing Solutions Inc, Canada; and Domino Printing Mexico S. A de C.V. Domino has established a global reputation for the continual development and manufacture of ink jet and laser printing technologies. Variable data such as barcodes and traceability coders are printed onto products in industries such as food, beverage and pharmaceutical.In 2003 Domino had a turnover in excess of US$295m (£164m). It employs 1,700 people worldwide and sells to more than 120 countries through a global network of 16 subsidiary offices and more than 75 distributors, Domino's manufacturing facilities are situated in the UK, Germany, USA, China and India and include group companies Sator and Alpha Dot.

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