A sketch of a new product concept by the first president and CEO, Setsuo
The first president, who trained at Daitora, founded "Daiichi" using the

The words of the first president are still displayed at Daiichi Chinmi today.
"With a fresh and fresh heart, the way will surely be revealed."

Demand for products, especially kamaboko, continued to grow, to the point where production could not keep up.
When customers came to pick up their products, there were times when they had to fight over them.
We want to meet the ever-growing demand. The first president's passion led to mechanization.
With a mass production system in place, productivity increased by about five times.
We were able to deliver products to many more customers,
and the company grew significantly.

A connection led to a large plot of land in Kagamino-cho, Okayama Prefecture.
At the time, there were plans to build a new Chugoku Expressway, and the fact that it would be two to three hours away from Osaka was a major deciding factor.
To meet the growing demand, the company introduced large-scale production equipment
that could handle everything from specialized kamaboko manufacturing to cutting and packaging.
Sales increased significantly when the product was featured on the menu for the 1970 Osaka Expo.
Kamaboko is still produced daily at the Okayama factory today as the main product.

The first president invited Mr. Kakigi, a smoked salmon expert from Hokkaido, to Osaka,
and the two of them worked together to establish full-scale smoked salmon production techniques.

Continued operations for six years after the Tondabayashi Factory was completed.

Until then, salmon was very popular as a food ingredient in Japan, either as sashimi or grilled fish, so smoked salmon gained popularity as a new way to eat salmon in a Western style.
The first president immediately decided to build a main smoked salmon factory.
He established a mass production system for smoked salmon using the latest facilities at the time, which were well-controlled for hygiene.
He imported tons of salmon from the Fraser River in Canada,
where there was a high catch of high-quality salmon suitable for smoked salmon,
and spread smoked salmon throughout Japan.

Australia, the company's first overseas base, had a high fishing yield,
and many seafood products, including lobsters, were imported to Japan and well received.
However, after several foreign companies entered Australia, local fishing yields declined,
and the Australian government significantly restricted exports to protect resources.
The Australian factory was forced to shift its focus to sales within Australia,
but Japanese processed seafood products such as imitation crab meat were apparently popular in Australia as well.
However, as the management policy changed from what was originally planned,
21 years after the company was established, it was decided to sell the company to local capital.

The idea of ​​"Yes, let's build a factory in Thailand" suddenly occurred to our first president,
and the year after the Australian factory was established, the Thai factory was established as a factory specializing in frozen yuba and namafu.
At the time, yuba and namafu were manufactured at the old head office factory in Higashisumiyoshi-ku, Osaka, but demand for them as ingredients for frozen products increased,
and production could not keep up with sales expansion, so we considered rebuilding the factory.
However, it turned out that a large investment equivalent to building another factory would be necessary to treat the wastewater from the soy milk discharged during yuba production,
so we decided to expand overseas.
We also conducted on-site research in China as well as Thailand, but considering the local political situation,
our first president decided to expand into Thailand after all.
Considering the current boom in Japanese food and healthy food in Thailand,
this is a scene that once again makes you realize the amazing intuition and foresight of our first president in choosing Thailand.

By making it a specialized factory, we were able to put in place a system for large-scale expansion of production,
which reduced labor costs and made it possible to mass-produce yuba and namafu products more cheaply.
The reason behind the establishment of the Thai factory was the desire of our first president to make yuba and namafu,
which are generally thought of as luxury items, more accessible and familiar to consumers.

From then to the present, Da Nang has boasted abundant marine resources.
However, at that time Da Nang was a very rural area, and many young people traveled to the city to work.
With such abundant marine resources, if we set up a factory we can provide many jobs to the local area and produce many products for the market,
thought the company, and so it established a factory in Da Nang.
They employed local people and trained them from the ground up on how to handle fish in the Japanese style.
Today, Da Nang has become one of the world's leading cities, with thriving distribution and tourism markets,
and the Vietnam factory is operating vigorously.

In response to Japan’s aging society, Fukunao Co., Ltd. aimed to leverage the power of food to make a difference.
Drawing upon their expertise in kamaboko (fish cake) manufacturing, they embarked on a venture in the field of caregiving meals.
Their goal was to develop and sell “soft, safe, and easy-to-eat” food that retained its shape and texture.
For those in need of care, they aimed to provide the joy of delicious food that felt familiar.
Simultaneously, they sought to alleviate the challenges faced by caregivers in terms of cooking and nutrition.
Through continuous trial and error, they have been developing their products.

The primary product of the Okayama Second Factory is frozen osechi ryori (traditional Japanese New Year’s dishes).
In recent years, there has been a significant increase in the purchase of frozen osechi ryori.
Leveraging their extensive experience in this field, Fukunao Co., Ltd. produces osechi ryori that delights both the eyes and taste buds.
Stringent hygiene management ensures that even when naturally thawed, the dishes remain seamless.
Using cutting-edge freezing equipment,
they create a dining experience without any noticeable differences.
Each dish is carefully crafted, aiming to bring smiles to customers during the New Year celebrations.

“As the president of Fukunao, I have been involved in the sales side of Daichi Chinmi for a long time.
As the only female president among my predecessors,
I specialize in selling rather than creating.
Building upon the spirit and technical expertise accumulated over 60 years,
I aim to leverage our sales strength during this 60th anniversary.
We aspire to create new Daichi Chinmi products.

By bringing both sales departments to the same location, they influence each other and strive for improvement.
However, due to differing sales channels, comprehensive information sharing is still a work in progress.