TACHI-S President Yamamoto: Targeting JPY 400 Billion in Sales by FY2030; TOYO Group Integration and Accelerated Development and Production Reforms
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Exclusive Interview
TACHI-S CO., LTD.
Yuichiro Yamamoto, President, CEO & COO
About This Interview
TACHI-S CO., LTD. (TACHI-S) is pursuing initiatives to strengthen its earnings base and achieve sustainable growth under its 10-year medium-term management plan, TVE (Transformative Value Evolution). Under TVE Wave2 2027, which began in FY2025, the company is working toward sales of JPY 400 billion in FY2030. Its initiatives include expanding its business base and product portfolio through integration with the TOYO Group, accelerating development and production, and expanding its global business, particularly in India.
As demands for development speed and cost competitiveness continue to intensify in the automotive industry, TACHI-S is seeking to turn its integration with the TOYO Group into a source of growth. At the same time, it is transforming its development and production operations through shorter development lead times, its proprietary “Circus Line” production system, and the standardization of components and products.
What kind of growth is TACHI-S aiming to achieve in global markets through these initiatives? And, looking ahead to the future of vehicle interiors, what new value does the company intend to deliver through its seats? MarkLines spoke with Yuichiro Yamamoto, President, CEO & COO of TACHI-S.
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About This Interview
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Q1How do you evaluate the first year of your medium-term management plan, TVE Wave2 2027?
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Q2What growth opportunities do you expect from integration with the TOYO Group as you work toward sales of JPY 400 billion in FY2030?
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Q3How will integration with the TOYO Group broaden your product portfolio and range of proposals?
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Q4How are you shortening development and production lead times to compete with Chinese companies on speed and cost?
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Q5How does the Circus Line work, and what benefits does it offer?
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Q6How far have you progressed with validation of the system, and what are your plans for future implementation?
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Q7How will you leverage integration with the TOYO Group to shorten development lead times?
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Q8You reported a 40% year-on-year reduction in development lead times in FY2025. Which parts of the conventional development process did you change to achieve this?
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Q9What is standardized under your global standard frame, TTK (TACHI-S Teian Kokkaku), and how do you accommodate differences between vehicle models?
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Q10Will you expand the scope of standardization further to shorten development lead times?
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Q11Which parts of the seat will be manufactured locally in India?
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Q12How do you view India's development speed, market characteristics, and local business strengths, including in comparison with China?
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Q13How do you plan to develop your global business going forward?
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Q14How does your proprietary Smart Shell seat concept differ from conventional high-functionality seats, and what value does it aim to provide?
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Q15The value associated with the five senses is likely to vary by country and culture. How will you validate the concept for global deployment?
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Editor's Note


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