The Essence of Muratec's Value
These values don't develop overnight.
Highlighting milestones over the past 90 years, and looking back at the evolution of Muratec.
We are very pleased that we often hear from our customers that one of Muratec’s major strengths is its impressive capacity for customization in the fields of textile machinery, logistics systems, and machine tools. The foundation of Muratec product development is the voice of our customers. In the development of products specifically designed to provide solutions to problems encountered by individual customers, Muratec has always strived to deliver innovations that address issues in the markets and society we serve. We continue to mark turning points through innovation.
In the development and commercialization of the Mach Splicer (1979), an innovative product that significantly upgraded the capabilities of automated winders, Muratec had the opportunity to conduct testing at domestic textile plants, where we had developed long-term relationships with the customers. This enabled us to more quickly verify product quality by giving us direct access to the voices of customers. An issue discovered from this partnership was bobbin supply from the fine spinning machine to the winder, which had an impact on the productivity.
In the 1980s, a large amount of bobbins from spinning machines were carried by carts; however, this not only required manpower, but also undermined quality with damage such as yarn being worn out or edges melting in the cart. To solve these problems, we engaged in repeated trial and error to achieve high-performance automation and energy savings in bobbin transfer from the spinning machine to the winder. This resulted in a unique bobbin tray system in which the bobbins are placed on a tray and directly transferred to the winder (1982). Carrying our achievements further, we worked with our customers to jointly developed link corners (1983) which directly connect to the spinning machine, and expanded the range of variations for automated transfer that could be tailored to the production methods of individual customers. Today as well, this range of variations in the transfer methods is highly regarded as a strength of the Muratec Automatic Winder.
During the process of expanding the market for the VORTEX spinning machine (1997), which was developed as an improvement over the initial Murata Jet Spinner (MJS, 1981) and made it possible to handle the slubbing process before the spinning and winding processes, Muratec strived to develop the market working with customers and utilizing the characteristics of yarns, expanded the VORTEX brand by bringing it to manufacturers throughout the textile industry, including spinning, weaving, and apparel.
The origin of L&A Division was the tool cabinet introduced in 1962. The fact that this tool cabinet could be customized to meet individual customer needs shows that product development was the result of strong partnerships between the Muratec Logistics & Factory Automation Systems business and customers throughout the industry.
As Muratec developed proposals for advanced logistics systems comprising storage, transfer, and separation equipment as well as software to a wide range of industries, customer needs for automation continued to expand in response to social, economic, and environmental changes over time. To address needs as varied as those encountered by libraries and airports, in home delivery, mail order and e-commerce, and in the handling of hazardous substances, frozen foods, medical and pharmaceutical products, beverages, and liquid crystals, as well as seismic isolation and vibration control to protect against large earthquakes, Muratec continued pursuing innovative ideas that surged beyond the capabilities of conventional systems to develop revolutionary new products.
From 2000, Muratec responded to the increasing need for automation and energy saving at logistics sites facing manpower shortages due to declining birthrate and aging society by continuously developing innovative logistics equipment. For picking in particular, which entails a number of complex processes, the Uni-SHUTTLE HP, SHUTTLINER, ALPHBOT were launched as Goods-To-Person picking systems that enable equipment to find and bring targeted products (Goods) to specific locations (Person).
Along the transition of silicon wafers used for semiconductor materials to 300mm size in the 1990s, the standardization of semiconductor manufacturing equipment advanced, and the need for automatic transport of the heavy 300mm wafer containers (FOUPs) between processes arose. This customer trend resulted in the development of the Overhead Hoist Transport (OHT), which became the industry standard. Muratec's ability to respond to this and other needs with cutting-edge equipment led to trust throughout the market.
In 2009, Muratec integrated Asyst Technologies Japan, Inc., which commanded a high market share, and established a system that responded to a wide range of automation needs through the integration of development capabilities, capabilities that represent the driving force behind the current global demand for new semiconductor factory expansion. In recent years, with Full Fab AUTONATION as the keyword, we aim to propose automation for the entire semiconductor factory that surpasses conventional transport systems.
Muratec installed mass-production lines using small machining centers developed by request from an automobile manufacturer in 1985. Muratec also developed the MW series of twin spindle turning machines in 1986. Accurately anticipating the needs of the automobile industry, Muratec began expanding the series. Among peripheral equipment for twin spindle turning machines in particular, development of the gantry loader to handle work transport was highly successful, and it was adopted by many customers in the automobile industry in Japan and overseas as a turnkey system that operates mass production lines as a single unit.
In regard to turret punch presses used for sheet metal processing, Muratec implemented “process innovation” separate from machine sales while advancing the development of machines by incorporating processes such as punching, molding, and tapping. In addition, Muratec advanced development of automation systems for material loading, transport to subsequent processes, and sorting. Such automation systems were also implemented into its plants, and continual improvement at its manufacturing sites helped to expand the range of options for customers.
Beginning as a manufacturer of textile machinery, Muratec has expanded to five segments over its 90-year history. While each segment targets completely different markets that seem to have nothing in common, they all share the same firm foundation that has supported the expansion of business activity and scope.
Muratec opened its doors for business as a manufacturer of Jacquard machines, superior equipment capable of producing complex patterns. From this beginning, it expanded into the spinning business to manufacture yarn. Muratec went on to develop pirn winders that wind yarn onto weft of weaving machines, twisting machines, and automatic winders that combine different yarns during the final processes of spinning.
In an effort to expand into areas beyond textile machinery, Muratec leveraged it accumulated know-how in manufacturing to develop turret turning machines. Collaborating with a well-known company in the United States, Muratec implemented automatic turning machines and turret punch press technologies, established infrastructures for machine tools as it gradually advanced its unique technologies, and improved the products it had developed. Growing through this mutually beneficial collaboration, Muratec became independently capable of satisfying a broad range of customer needs, from machinery for mass production processing to high-mix, small-volume production, in both markets.
Meanwhile, while working hard to expand textile machinery sales, Muratec’s founder was impressed with the well-organized tool cabinets employed by manufacturers in the U.S. and Europe. Acting on this, he entered into technological collaboration with a steel cabinet manufacturer in Switzerland. The expertise that Muratec gained in customizing storage and management for tools as well as for materials and components led to the commercialization of automated storage systems, which became a core business of the Logistics & Factory Automation Systems business segment. While providing systems that automated the distribution of products at plants and delivery centers to a wide range of industries, manufacturers employing clean rooms began adopting Muratec’s automatic transport cart technology, a development that grew into the Clean FA business segment supporting automatic transport for semiconductor plants.
Along with advancing the diversification of its automatic machinery, Muratec’s founder was keenly aware that manufacturers’ investment in equipment tends to be affected by economic conditions. To ensure continued stable growth, therefore, he wisely sought to expand into different business areas. One example of this was fax machines. After importing fax machines from American companies for sale in Japan, Muratec decided to begin domestic manufacture. This decision evolved into Muratec’s Communication Equipment business segment, which focused on the manufacture and sale of office-use fax equipment. Today, this segment has grown to handle digital MFPs, networking products, and other IT equipment.
Having a stabilize business base through the diversified expansion of business generated numerous merits. One of these was the ability to support long-term product development. One example of this is the VORTEX spinning machine, a major pillar of the company second only to the automatic winder, took about 30 years from the start of development to commercialization. If the company had been relying solely on spinning machines, it would have eventually withdrawn from the market due to the lack of long-term profitability; however, because it had established a stable business base balanced by other businesses, Muratec had the latitude to continue development without financial pressure.
Synergy among different business segments is also a big strength. Individual employees can apply their skills beyond segment boundaries to achieve unique development and marketing through shared technologies, distribution channels, and brands. We are able to generate synergy by aggregating resources, such as underlying technology, manufacturing, business support, and IT infrastructure, into a cross-sectoral organization
Muratec’s manufacturing base is enriched through the integration of technologies and ideas from across the industrial and manufacturing spectrum, a corporate structure fortified against market fluctuation, and a strong drive to pursue automation and energy-saving solutions that exceed customer expectations in all business segments. Muratec continues to anticipate changes in markets and society to create innovative products and services leveraging the synergy generated from its five business segments.
Because Muratec products are essential equipment supporting the core of customer businesses, we have continued to optimize customer support to keep pace with market needs.
Textile machinery, which is where we got our start, requires on-site support and training after installation to ensure stable operation. Along with the expansion of Muratec’s spinning business, we increased our service bases to include overseas locations while continuing to strive for technological improvements and reinforcing our response capabilities through the on-site cultivation of service engineers. Beginning with our Hong Kong base in 1972, we established Murata of America, Inc. (currently Murata Machinery USA) in 1974, Murata Machinery Europe GmbH in Manchester, England (later relocated to Germany) in 1984, and continued expanding overseas bases to 20 countries, including Southeast Asia and Middle East.
We segmentized after-sales support for logistics systems and machine tools, and established a prompt response system for troubleshooting. In 2000, we integrated all of our segmentized after-sales support under Muratec C.C.S, Ltd. With services not only for troubleshooting, but also routine and preventive maintenance, and other detailed responses to support a wide range of customer needs, we built trusting relationships throughout the market. In overseas locations as well, service bases established by Textile Machinery Division ahead of other business segments contributed to the prompt establishment of after-sales service systems for other business segments. The advantages of holding multiple businesses are effectively utilized for our customer support that is highly regarded across the globe.
In regard to the Communication Equipment business, Muratec Sales, Ltd. (currently Muratec Frontier, Ltd.) established nationwide sales and service bases for fax machines in 1994. The integration of nationwide information centers (call centers) realized more effective customer support. This approach has been applied to after-sales services in IoT businesses, including network products supported by small- and medium-size companies.
Muratec C.C.S, Ltd. also integrated call centers under Muratec Global Parts Center (MGPC) at the Inuyama Plant, and deliver safety to customers with logistics systems requiring service 24 hours per day, 365 days per year.
Face-to-face support systems and call centers are very effective during troubleshooting. Long term operation, however, requires a regular program of both preventive and predictive maintenance during routine inspection to detect signs of potential trouble before it starts.
Technology that collects and analyzes equipment operation information to predict trouble is even more effective when incorporated into the product development process. In 1991, the Textile Machinery Division developed a computer integrated production (CIM) system that consolidates the management of spinning plant operation information. With the development of Visual Manager in 1996, it was improved to create the Muratec Smart Support (MSS), which enhanced machinery operation and productivity. The Logistics & Factory Automation Systems Division developed Muratec E-Logics, a total remote monitoring system utilizing a warehouse management system (WMS), control systems for individual devices, and sensing devices that visualize manufacturing sites. GriDRIVE, a security device developed by the Communication Equipment Division, is installed into Logistics & Factory Automation Systems Division customer locations to safely collect operation data for use in remote supervision and maintenance. In 2024, the Machine Tools Division also launched Primary Doctor Services for predictive maintenance using post-installed devices.
Offering the safety provided by face-to-face support anytime and anywhere, our strength is in customer services unified with product development to realize continual operations.
Since its foundation in Kyoto in 1935, Muratec has expanded its production bases nationwide. Along with the expansion of products during and after World War II, the company relocated its head office in Kisshoin, where it manufactured Jacquard machines, yarn winding machines, and a wide range of other textile machinery.
The year 1962 marked a turning point for Muratec with the purchase of 130,000 m2 of land in Aichi Prefecture for the construction of its Inuyama Plant. In the following year (1963), Muratec changed its name from Murata Textile Machine Co., Ltd. to Murata Machinery, Ltd. and took its first step as an industrial machinery manufacturer engaging in diverse businesses. From its foundation in 1962, Muratec expanded its product lineup to include textile machinery, machine tools, and distribution equipment as well as fax machines, while handling the processing of major components at its plants from the start.
Muratec opened production bases nationwide, including the Kaga Factory in 1973 to produce automatic winders, the Kanto Factory in 1981 to focus on distribution equipment for Kanto markets, the Oita Factory in 1988 for the mass production of fax machines, and its turret punch press mold factory near Inuyama in Gifu Prefecture in 1990. The Ryuo Factory was established in 1974 to manufacture peripheral equipment for textile machinery, and later became the base for core electric components for industrial machinery and fax machines to maximize its geographical advantage as a stopover for other plants. The Ryuo Plant currently handles the production of electric components commonly used by other business segments, and machinery assembly in collaboration with the Oita Plant. The Ise Plant, which took over transport equipment for semiconductor plants from the former Asist Technologies after it was acquired by Muratec in 2009, was relocated to its current location in 2018 to respond to increased demand for Clean FA business.
Muratec also established production plants in Brazil, Belgium, and China（Shanghai） in response to the expansion of each market; however, these we subsequently phased out or had their activities reduced to focus on manufacturing in Japan.
Supporting the strength of Muratec manufacturing is the strong synergy among its various plants utilizing the unique characteristics of their own production systems. From the mass-production type manufacturing of textile machinery, communication equipment to clean FA businesses and logistics systems that can be highly customized for individual production, and machine tools with options for both mass- and individual production, Muratec has gradually matured its manufacturing styles to meet the need for product type and production amounts at each factory.
In the 1970s, QC circle activities were launched to improve quality. Performed at each workplace, these activities have been expanded to include competitive events in manufacturing skills and quality nationwide to promote the cultivation of a corporate culture focused on mutual improvement. QC circle initiatives continue to the present as small-group activities.
In the 1980s, the flexible manufacturing system (FMS) was implemented into the component processing division at Inuyama Plant (NC Center, sheet metal processing, single unit processing) as a model case of production factory automation utilizing the company’s own machine tools and logistics systems. The concept of FMS has been passed down to the present, and the automation of processing lines has been promoted at each factory with the utilization of automated warehouses and unmanned carriers. In the 2000s, a production innovation project was implemented by the Machine Tools and L&A Divisions to facilitate a review of the up- and downstream areas of manufacturing to strengthen resilience to the recession. This resulted in company-wide improvement of manufacturing quality through synergetic effects produced by the interaction of human resources and know-how.
In 2002, the Manufacturing Headquarters was established through the integration of the production divisions of Muratec businesses to promote the cross-sectoral sharing of know-how and processing steps handled by each plant and factory. One of the initiatives was business improvement report meetings held at each factory. The meetings have become a structure for the regular sharing of individual improvement initiatives and the generation of new synergy. In addition, having multiple production bases enables a flexible response to changes in production amounts according to the market situation for each business, and contributes to business continuity be enabling the use of different factories in times of emergency.
Currently, important issue is the integration of information systems to promote DX in manufacturing. We are now promoting the implementation of a product life management system (PLM) and enterprise resource planning (ERP) system to integrate and manage production plan and design, and product specification data that have been managed by each plant and factory. We will further expand our high-quality and safe manufacturing through the integration of the diverse production methods we have accumulated and the most advanced digital technologies.