Starting a proactive approach to DJI, having proposals rejected and searching for a solution

Tony: I remember the first presentation day very well. We two had been waiting for a long time in the DJI lobby. Then we met the R&D team of DJI and exchanged business cards. During our presentation, they rejected our magnesium alloy because the metal would interfere with signals, and the plastic they were using at the time was excellent in terms of lightness and elasticity. We were not discouraged. We then noted the wiring materials used to transmit information in a drone in flight. For instance, the movable gimbal (a camera stabilizer) is a device that affects the accuracy of airborne filming. Moreover, the drone maneuvers around obstacles or locks onto a target by exchanging signals and other information. I continued discussing with Ming to find the needs or any problems in the drone’s function. The proposals we presented to DJI included one on flexible printed circuits (FPCs), although FPCs were already used in the movable gimbal. Our intent was to persuade them to switch over to Sumitomo Electric products.

Ming:Yes, that’s right. However, their structural design was predicated on the use of our competitor’s FPC. DJI did not readily accept our idea. On a later day, while we were frequently visiting DJI and listening to their needs, we discovered a problem. The FPC designed to constrain the structure of the movable part was attributable to the low productivity of assembly at the customer. DJI explained that it was continuously using the FPC because it could not change the design predicated on the use of the FPC structure. This was a business opportunity for us.

Clarification of current problems with drones and specifications developed to provide solutions

Tony:There was another challenge. It was necessary to counter signal attenuation to stabilize image and video data for long-distance highspeed data transmission. If we could offer a product as a solution to these challenges, we would be able to cultivate a new market. We definitely saw the light at the end of the tunnel. Around that time, Ming had a bright idea, which was to propose a MFCX harness. MFCX was an ultrafine diameter wiring harness, 0.35 to 0.20 mm in outside diameter. It was a very effective item for solving the challenges facing FPCs. However, this product was not mass-produced and there was no structural design for a drone incorporating a MFCX harness. We were not sure whether it would be good to propose it as an alternative to an FPC. It was not an easy task. In the first place, the design was carried out in Japan. Shenzhen had no design function at the time.

Ming:It was a turning point. Conventionally, we salespeople provided Chinese customers with products with specs developed in Japan or Europe and manufactured in China. It was the first time for us to develop specifications for a MFCX harness locally in China using our ideas, engineering and strategy.

Tony:That’s right. I believe it was a very significant breakthrough. To meet the need for speedy responses, we didn’t consult with the Japanese side. The national staff of the Electronic Wire Division developed the specifications for the MFCX harness, completed a sample and presented it to DJI. The result was that they made a decision to employ the wiring harness upon examining the first sample. They highly appreciated the wiring harness. Subsequently, their FPC was gradually replaced with Sumitomo Electric’s MFCX harness. DJI’s new model Mavic Pro following the company’s megahit Phantom adopted the wiring harness. Currently, our products account for about 70% of information wiring harnesses used in drones manufactured by DJI. I am proud of our success in exploring a new market and achieving sales expansion.

Teamwork is of prime importance to work as a global leader

Ming:In any project, the most important factor is teamwork, as shown in our approach toward DJI.

Tony:I totally agree with you. That is true for manufacturing departments as well as sales departments. In the rapidly changing situation in the electronics industry, what we need to achieve flexible and prompt responses to changes is none other than strong teamwork. To ensure that, what should we keep in mind?

Ming:Professionalism. Being a professional for customers, toward products, and in knowledge is the foundation to developing a relationship built on trust with both customers and internal members. I would like to foster the teamwork of a group of professionals.

Tony:I place importance on being always prepared for innovation. This is not for technical reasons. It is to avoid doing the same things as others in our daily activities. Rather, we should make the most of our personality and strengths to tackle novel challenges for innovative achievements. This mindset, I believe, will differentiate us from our competitors. Ming, you are currently in charge of personnel affairs in addition to other responsibilities. Do you aspire to be a global leader?

Ming:My current mission is to ensure that the personnel strategy is perfectly in line with the business strategy, and to achieve our business goals in cooperation with all the departments. To this end, relationships built on trust are important. I believe that the path to becoming a global leader is to overcome difficult situations through strong relationships of trust with our colleagues and to open the way for the Company toward a better future.

Tony:We have cultivated the drone market. However, we must of course explore new markets beyond the drone market. I think the major changes taking place in the automotive sector present a great opportunity. Automobiles will be increasingly electronically controlled, as exemplified by connected and electrified vehicles. I want to explore the market, while catching up with these new trends. It is my intent to grow to be a global leader by serving as an engine of the aforementioned efforts.

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