Mitutoyo Korea Corporation

Achieving ERP Updates and Smooth Information Sharing Challenges Drive business DX through enterprise IT infrastructure innovation, including CRM implementation
Case Study
  • Global
  • Machinery
Mitutoyo Korea Corporation

Mitutoyo Korea Corporation, which supports Korea's manufacturing industry through high-precision measurement solutions, needed to conduct cooperation and information sharing between organizations to realize the growth strategy under the mid-term management plan. As a result, the company embarked on DX, including ERP transformation, and chose ABeam as a partner. To strengthen cooperation in the sales and service sectors, which has been a long-standing challenge for the company, ABeam proposed introducing Salesforce. By encouraging the involvement of frontline employees, Mitutoyo Korea is advancing cross-departmental collaboration and the effective use of customer information, while also driving a shift in employee mindset to support organizational transformation.

Challenge

  • Due to limited collaboration between internal departments, customer data remains fragmented, resulting in challenges in delivering a unified customer experience
  • Due to the outdated ERP system, there are limitations in enhancing productivity and operational efficiency

ABeam Solution

  • Participated as an advisor to promote the mid-term management plan of Mitutoyo Korea Corporation, and proposed DX promotion projects including ERP transformation. As the Project Management Office (PMO), ABeam supported ERP transformation and RPA implementation, while also proposing and supporting the implementation of Salesforce to enhance information sharing across sales and service departments.

Success Factors

  • Successfully executed a large-scale transformation project over three and a half years, encompassing ERP transformation, RPA implementation, and CRM implementation.
  • Established a flexible team structure tailored to each phase of the project, and applied change management techniques to effectively communicate goals and foster employee engagement.
  • Promoted active participation from frontline staff in sales and service departments during the CRM implementation,contributing to a shift in organizational mindset. 

Project Background

Due to inter-organizational barriers and difficulties in information sharing, Mitutoyo Korea has initiated ERP transformation and CRM implementation

Mitutoyo began as a research institute in 1934 with the goal of localizing the production of micrometers to enable precise measurement. In 1938, it was incorporated and has since contributed to improving quality across the manufacturing industry through continuous technological advancements in precision measurement. Recently, the company has focused on solutions that connect production lines with measurement data—providing rapid feedback of measurement results to the lines—enabling the production of higher-quality products.

Mitutoyo Korea Corporation (hereafter Mitutoyo Korea), established in 1994, has been actively proposing new measurement solutions aligned with the times. To enhance productivity through automation of measurement equipment and to meet the growing demand in Korea’s key industries such as automotive and semiconductors, the company has made various strategic proposals. Jun Horie, Director of Mitutoyo Korea, stated, “Our strength lies in the ability to deliver consistent solutions and services on a global scale, which aligns with the needs of Korean manufacturers operating production bases across the Americas, Asia, and Europe.”

In 2019, the company formulated its “Mid-Term Management Plan 2024”, centered on the keywords: Transform, Drive Transform, Connect, reflecting the necessity to drive initiatives for delivering new value.

Upon his appointment to Korea in 2020, Director Horie conducted interviews with managers across Mitutoyo Korea to implement the mid-term plan. These discussions revealed internal organizational silos and challenges in information sharing.

“If we don’t break down internal barriers, we cannot truly ‘connect’ with our customers under the slogan ‘Transform, Drive Transform, Connect.’ Upon reevaluating our internal structure, I realized that the tools and foundations for interdepartmental collaboration were insufficient. To establish these foundations and drive fundamental business reform, digital transformation (DX) was essential,” said Director Horie.

Since 2008, the company had been operating an ERP system developed by a domestic SI vendor. However, it was not effectively utilized for interdepartmental collaboration or operational efficiency. Another major issue was the lack of a CRM system, which prevented the sales and service departments from sharing customer information. As a result, data was fragmented, requiring significant time and effort to gather information, making it difficult for Mitutoyo Korea to respond to customers in a consistent manner.

When the company was seeking solutions to these challenges, it encountered ABeam Consulting (hereafter ABeam). 

Our business stage is Korea. Moving forward, we look forward to continuing to offer high value-added proposals, drive projects, and support strategic planning tailored to Korea’s business environment and culture.

Mitutoyo Korea Corporation
Director
Jun Horie

What Mitutoyo Korea Wants to Achieve with CRM

Why ABeam

Evaluation based on DX knowledge and proven experience in large-scale project management

“My encounter with ABeam began when my predecessor consulted them about RPA to improve operational efficiency. I was also interested in RPA and wanted to learn more about how to implement and utilize it, so I was introduced to ABeam through my predecessor. From that meeting, I felt that ABeam possessed deep expertise in the digital transformation we were aiming for. They demonstrated a strong understanding of ERP transformation, and the concrete steps involved in DX, making them a reliable partner.”
— Director Horie

Another reason we chose ABeam was their origin as a consulting firm founded in Japan. Their understanding of Japanese corporate management, governance philosophies, and even the nuances of the Japanese language gave us confidence. With Abeam, executives like myself could freely communicate our goals and intentions in Japanese, while also trusting that they would fully consider the organizational culture of Mitutoyo Korea—a Korean company—when driving system transformation projects.

Project’s goals, challenges, and solutions

The CRM implementation marked the beginning of a shift in culture and mindset in the sales and service department.

Thus, in September 2021, Mitutoyo Korea launched a project aimed at driving digital transformation (DX). Abeam initially served as a consulting partner, supporting the establishment of a clear, long-term strategic direction and proposing a roadmap for its realization. From the second half of 2021 through 2022, Phase 1 prioritized ERP transformation, while simultaneously implementing RPA to improve operational efficiency and accelerate digitalization. With the foundational systems in place by 2022, Phase 2 involved the rollout of a CRM implementation project. In 2024, Phase 3 marked a further advancement of the transformation with more sophisticated reforms.

As this was a large-scale project involving multiple departments, ABeam took on the role of overall project management, actively supporting the Mitutoyo Korea project team led by Director Horie. Director Horie reflects that during Phases 1 and 2, which involved ERP transformation and RPA implementation, it was “very reassuring” to proceed with the project under ABeam’s practical guidance — to “start small and build on success,” and to “establish a system that can be maintained in-house over the long term.” During the RPA implementation, departments that achieved results shared their success stories internally, helping to spark interest throughout the organization. As a result, other departments also began actively proposing ideas for RPA applications, accelerating adoption. Project progress was shared through regular monthly meetings.

In the second half of 2022, Mitutoyo Korea officially began its CRM implementation. The solution selected was Sales Cloud by Salesforce. It was chosen because it best met the company’s requirements and is widely adopted in Korea, which guarantees reliable and stable service support.

Regarding the CRM implementation, ABeam proposed a specific approach to project execution.

“CRM is not only a platform for improving overall operational efficiency, but also a tool for leveraging accumulated information. That’s why Abeam emphasized the importance of frontline employees taking ownership of the project and actively participating. In response, we created opportunities to directly communicate the project’s objectives to employees at key locations, and shared executive messages during the annual strategy presentation to enhance understanding and engagement.”
— Director Horie

As a result, the project management approach was revised. Instead of the previously closed monthly progress meetings, an open PMO meeting was introduced, allowing more employees to participate freely, including Director Horie and ABeam. By involving a broader range of stakeholders in the project, efforts were made to gain employee buy-in and address concerns from the field.

"By starting RPA implementation before CRM, a mindset of 'let's change how we work' gradually began to take hold within the company. It's not fully established yet, but I believe that atmosphere eventually led to the Salesforce CRM implementation."
— Director Horie

Starting in April 2023, the company began the implementation of “Service Cloud”. From organizing tasks and defining requirements to set priorities for the implementation scope, ABeam took a leading role in establishing the project timeline and driving the initiative forward.

Accompanying with ABeam

Results and future prospects

Growing interest in sharing and utilizing customer information, with plans to strengthen collaboration with sales agents

Since 2024, the company has begun implementing more advanced requirements, including the integration of Sales Cloud and Service Cloud. As of April 2025, implementation is still ongoing, but changes in behavior and awareness are beginning to emerge in both the sales and service departments.

“As Sales Cloud and Service Cloud began operating in full scale, a mindset of ‘let’s input, share, and utilize information in our work’ has gradually taken root within the company. Now, there is a growing atmosphere where the sales and service teams, along with managers and staff, communicate while viewing Salesforce and collaborate on the next steps.” said Director Horie.

As the next step, the company plans to implement Experience Cloud to build a portal site that connects the company with its sales agents. In the long term, we aim to connect with end customers as well, working together as one unified team across the organization to address customer challenges and strengthen engagement. We also plan to explore new areas such as marketing that leverages customer data.

“This year marks the beginning of our new mid-term management plan, Vision 2029, with the key themes: ‘Transform, Connect, Transcend.’ In delivering solutions and services that exceed customer expectations, ABeam is a vital partner that provides comprehensive support from strategy formulation to execution,” Director Horie added.

Project Purpose and Archievement Goals

Customer Profile

Company name
Mitutoyo Korea Corporation
HQ Location
33,Eungyejungang-ro 306beon-gil, Siheung-si, Gyeonggi-do, 15120 KOREA
Estd.
1994
Business
Provision of precision measuring instruments and solutions for the manufacturing industry
Capital stock
JPY 2.4 billion
Mitutoyo Korea Corporation

May 16, 2025

  • Corporate data and titles are those in use at the time of writing.

Contact

Click here for inquiries and consultations