Nishimatsu Construction Co., Ltd.

Masuda

I come from an accounting background, and my involvement with company-wide data began when I transferred to the Corporate Planning Department in 2013. Management would frequently ask me to analyze various operational data, but the source data for these analyses was not readily available and was scattered across different departments. It took a significant amount of time to request and collect data from each department, and I realized that this was a critical issue that hindered the speed of management decision-making.

Consequently, I proposed the need for a specialized department to examine ICT strategy and determine how to organize data and systems company-wide. As a result, I was transferred to lead this initiative myself. Since then, every time I have proposed initiatives such as data utilization or DX promotion, I have ended up taking charge of them myself (laughs).

Masuda

Data management methods varied across departments, and even when data was collected, the granularity and accuracy were inconsistent, leaving it in a state that was far from ready for analysis. Consequently, preparatory tasks such as data cleansing before analysis were extremely laborious.

For example, when attempting to aggregate data for a specific property using a single metric, the coding systems differed by department and system. Even in cases where a client and a supplier were the same company, the data was not linked, making it impossible to visualize the relationship. Conducting effective data analysis was extremely difficult.

Masuda

First, I recognized that 'data' varies depending on the situation, the type of data needed, and the required speed. I also understood that data utilization involves distinct steps. I mapped out these steps alongside our company's current status and ultimately outlined our target direction and roadmap. When presenting to the management team, I first presented to all members of the President's Office, including my then-supervisor, the Head of the President's Office, explaining that DX requires the development of three pillars: data, human resources, and organizational structure.

Regarding the importance of data in particular, I spoke from fundamental principles, such as what data and information are, and how the information required for management differs from the information required for daily operations, to advocate for the necessity of data. This led the Head of the President's Office to show understanding and support the prioritization of infrastructure development when explaining the initiative to the President.

For the implementation, we first conducted interviews with each department regarding their data-related pain points. We then began by identifying where data was located within the company (As-Is), considered a model for data retention (To-Be) (Figure), and designed the architecture.

Masuda

For a common data utilization platform, it was necessary to organize business partner, employee, and construction project data as master data. Among these, for business partners, it was necessary to connect the partner data held by each system using a unified coding system and perform data matching and cleansing to ensure accurate and reliable data. That is why we decided to consider the introduction of uSonar (LBC code) (Figure).

Masuda

To begin with, the perspective was that data infrastructure development itself is a proactive investment. Since the return on investment depends on how the developed infrastructure is utilized, I believed from the start that it would be difficult to convince management by explaining the data utilization platform project solely through the lens of cost-effectiveness. I persuaded them by explaining that by integrating with uSonar data, we could establish 'Golden Records' (the definitive master data) for our business partners, which would then enable further data utilization.

Masuda

Building the data utilization platform itself took about 10 months, but the uSonar implementation portion was completed in just over two months, excluding the data deduplication process. I believe it was very smooth because you checked requirements and definitions in advance and responded flexibly to our progress.

Masuda

While we have not measured the quantitative impact, we are now able to access data smoothly whenever needed. Furthermore, we feel that value beyond mere operational efficiency is being created, such as the ability to visualize and analyze data from new perspectives. Specifically, it has become easier to perform data analysis and extraction using diverse aggregation axes, such as by individual client or client group, which aids in making proposals, decisions, and establishing management policies. I consider this a necessary investment for the maintenance, modernization, and accuracy of our corporate data.

Masuda

What I learned through interviews was that I was not the only one struggling with not knowing where data was located when I wanted to perform an analysis; in fact, everyone was struggling. Since the introduction of the data utilization platform has enabled us to provide data, the mindset has shifted to "Let's use data." I feel that the accuracy of our discussions has improved because we are now able to collect and analyze internal data more comprehensively than before.

However, regarding the client master, while it has reached a level where we can match, consolidate, and utilize the data, I feel there is a need for further refinement before it can be used immediately in daily operations. To reach a level where the data is operational, we must not just match and cleanse it, but assign LBCs at the time of client master registration to organize the information. We have begun this process in some areas, and once fully implemented, I believe it will become data that can be used within our business systems.

Our data utilization platform has only just begun, but we have received inquiries from various companies, including other general contractors, asking, "We want to work on MDM, so please teach us how," which makes me feel that our efforts are somewhat advanced. Moving forward, I hope to continue taking on challenges in cooperation with our partners, including uSonar, to ensure the success of our data utilization and, ultimately, our DX initiatives.

Masuda

Data is essential for DX. Some may struggle to gain management approval due to discussions regarding the return on investment during implementation. In an era where data is of paramount importance, it is necessary to view it as a vital expense and a strategic upfront investment to protect the company's valuable assets. More importantly, it is crucial to leverage organized data to drive DX and achieve tangible results. We are also still in the process of evolving. Let us work together to succeed.