In November 2018, JDES (Japan Development Engineering Society) held 5^th Symposium on the theme of “Rebuilding Japan’s Monozukuri (Manufacturing) & Kotozukuri (Value Creation) and the 4^th Industrial Revolution”. This theme is in line with what JDES has been consistently developing various opportunities to recognize the significance of “Horizontal Fusion and Co-Creation” for the last four years.

The 4^th Industrial revolution does mean a “Digitalization” of the ART* in a manner which suppliers and consumers are mutually connected and able to cooperatively create new values in products and services. In order to take advantages of the revolution, Japanese industries have to reconfirm the following two prerequisites. Firstly, we have to digest and absorb well the value and measures of the revolution, and to embody them in a fashion which is harmonized with the Japanese value system and culture. Secondly, corporate managers must take the initiatives in promoting and steering the revolution to create new values by collaborating with various partners, instead of sticking to accustomed cost-reduction practices.

“Digital Transformation” forces Japanese manufacturing industries to change their business model, which has brought about their competitiveness in the world, in order to survive in the 21^st century. How will digital transformation affect manufacturing industries? What are critical elements to maneuver their future success?

In essence, it is top executives’ responsibility to change current business model into sustainable one, through reallocation of corporate resources as well as alliance with others. Even Japanese sophisticated workplace skills need to be reborn. While those reforms and creations require strong leaderships with envisioning or even designing future society, decisive executives will overcome.

Information and communication technology (ICT) has been influencing on service innovation. The 1^st generation service innovation was developed by using intranet information systems. The 2^nd generation service innovation was brought by the internet. Now we are facing with new information technology era using Internet of things (IoT) or artificial intelligence (AI). This paper discusses value creations in service innovation and differences between the 1^st /2^nd generation service innovation and the 3^rd generation service innovation from the viewpoints of value creation and business model.

Companies under the Iida Group Holdings are often called “Power Builders.” The core technology behind the name is “pre-cut.” It reduces construction time and drastically improves framing accuracy by preparing as many materials in factories as possible.

As the domestic market is projected to slow down, we have engaged in overseas housing projects with our high quality Japanese techniques. We undertake technical developments to meet local needs for global business expansion. For instance, we developed “IDS 2x4 method” and “transportable wood processor” for Russia, and “concrete masonry unit (CB) construction method” for Indonesia.

In this article, we report blending of manufacturing and service industries, the “pre-cut” technology, ICT technology, and technical developments for our global expansion.

The 4^th Industrial Revolution is in progress. In Japan, those companies, which are not advancing in the revolution trend, are experiencing declined business growth and facing more and more problems. Executive management needs to show their leadership and implement their vision from top to down in the organizations.

At the 5^th symposium, 5 speakers gave lectures on “Rebuilding Japan’s Monozukuri & Kotozukuri and the 4^th Industrial Revolution.” This report summarizes the experience of the panel discussion.

Chapter 4 of “Engineering Brands” series is “Supports the Product Branding.”

This chapter explains the role of engineering in business management, which is a root of the “Engineering Brands” concept. Engineering is critical when communicating benefits of products and services to customers.

Corporations should consider employee development in their long-term management strategy, and engineering shall establish before they invest goods and money. Employees, or people, are the ones who develop engineering and turn it into corporate strength. Engineering is a way for corporations to integrate “people, goods, and money” rationally.

This paper reports how engineering supports business management: it discusses what “engineering” is, what “business management” is, and a relationship between them.

Through the participation in the MOT School at MDC, Yokohama Merchandising Center, the author learned Management of Technology. He perceived various aspects of business by analyzing the current state of the company with MOT theories.

With those perceptions, he conceived how two lines of businesses with distinct concepts could blend and develop: one is SUZUOTO, a division that handles poultry, and the other is MUTEKIRO, which manages restaurants, and confectionery production and sales.

“What should I pursue to grow our business, as a vice president of company?” the author asked himself. The MDCMOT school taught him if you are in the management, you should move forward with things you judge right to do. This reports his thoughts and ideas from a view point of the executive management.

This chapter explains the role of engineering in business management, which is a root of the “Engineering Brands” concept. Engineering is critical when communicating benefits of products and services to customers.

Corporations should <have to decide management philosophy and conduct guidance at fast> and engineering shall establish before they invest goods and money. Employees, or people, are the ones who develop engineering and turn it into corporate strength. Engineering is a way for corporations to integrate “people, goods, and money” rationally.his paper reports how engineering supports business management: it discusses what “engineering” is, what “business management” is, and a relationship between them.

Kamakura Beniya Co., Ltd. is a confectionery sales company established a business 65 yaers ago in Kamakura-shi, Kanagawa. A grandfather and father of the writer founded it together.

As the popularity as the sightseeing spot of Kamakura-shi increased for approximately about 30 years, the demand for souvenir cake increased and reduced the handling of the soft fresh sweets that it was difficult of the carrying around and cut a rudder for concentration of the baked confectionery production sale.

The main products are “Kurumicco” “Ajisai” “Kamakura Dayori”.

Since the president position changed to the writer 11 years ago, Kamakura Beniya challenges including the brand renewal as the third establishment of a business period.

Computing has entered its 4^th generation. In this study, a text mining analysis was applied to many articles in several popular IT magazines. For 15 years, we have seen the transition of concept words of the 4^th generation in the IT industry. New concept words appear every few years and affect the business environment.