Aizu Olympus Shapes the Future of Endoscopic Miniaturization

We believe that you have prepared a tour for us before we begin with the interview, so if you would like to guide us around your premises, please proceed.

First, we can start with our showroom. Here you can learn about our philosophy, company messages and history. Olympus’ endoscopy business began in the 1950s when we developed the world's first practical gastrocamera for medical use.

An endoscope is a very small item, and our culture here is based on developing a lot of small and tiny parts that have a big impact.

Showroom at Aizu Olympus highlights its world-leading endoscopic technology

First practical gastrocamera developed by Olympus

Back in the 1950s, was the technology universally accepted from the start, or did it take time to educate the public?

It took some time to educate the public, including the clinical professionals. The gastrocamera was not equipped to take a photograph, but in 1964 we introduced the first gastrocamera with a fiberscope, the much-anticipated camera with an "eye", so doctors could see inside the body. In the 1980s, we started focusing on infection prevention, especially cleaning and disinfection, and introduced a waterproof, easy-to-clean iteration of the gastrocamera.

In the 1990s, we introduced the video endoscope, which was more than just a camera with an eyepiece. With an eyepiece, one doctor can look inside the body, but with video endoscopy, many doctors can monitor and examine the patient together. This innovation allowed physicians and medical students to learn from the images recorded on a VHS tape. In the 2000s, we improved fidelity by introducing high-definition video output from video endoscopes.

An endoscope is a medical device with many complex components, such as an angulation wire, air and water tubes, light guide fibers, and image transmission cables. Various design innovations are made to deliver multifunctionality and high performance in a limited space.

On average, how long does it take to bring a new product to market?

It really depends. When developing new products, we listen to physicians' feedback.  An important point of introducing these new endoscopes is the training of medical professionals. Olympus provides training facilities for medical professionals in Tokyo, Europe, the United States, China, Thailand, and other countries. I think it is a great advantage for Olympus to be able to demonstrate to trainees and other medical professionals how experienced physicians perform operations using endoscopes with state-of-the-art facilities and our products.

We usually think of digitalization as reducing the number of people needed for a project. Is this also true for endoscope development?

You are right, and that is a good point. Generally, where digital technology can be substituted, manpower can be reduced. However, as endoscopes become more sophisticated, they become more complex to design and manufacture. Adding functionality requires more processes and more people. It is important to replace these processes with digital ones, reduce manpower, and continue the cycle.

As an example of the technological development of a new endoscopy system, Narrow Band Imaging (NBI) was introduced in 2006 to highlight capillaries and their patterns on the mucosal surface. This has contributed to the early detection of lesions such as cancer.

The new endoscope technology is being developed not only by Aizu Olympus, but also by Shirakawa Olympus (Fukushima Prefecture). Endoscope scopes are manufactured in Aizu, while video processors and other products are manufactured in Shirakawa.

It is safe to assume that the threshold for approval is relatively high. What is the percentage of rejections for defective products that don't meet the approval standards?   

Very few. In the entire endoscope manufacturing process, endoscopes are equipped with many lenses. There is an imaging unit inside the endoscope, which consists of about 10 very thin core wires that are attached to the connectors by hand. In addition, many lenses, lightweight fiber bundles and insertion tubes are manufactured in-house. These very small components are assembled with tweezers, and even the slightest error can result in the loss of parts. We need skilled and dedicated craftsmen to assemble the products, and only a limited number of people have these skills.

Considering the rapid aging society with low birthrate in Japan, is it becoming increasingly difficult to find the right people?

Yes, That's right. We need to think carefully about which tasks should be done by hand and which should take advantage of technologies like AI. For example, motion sensors can be used to record the movements of skilled workers and compare them with those of novices. This will reveal any weaknesses or gaps and allow for quick corrections. It is not only talent and skill, but also speed is key. We are a for-profit company, so efficiency is a must.

Endoscopy is a minimally invasive procedure that uses a flexible tube with a camera and light to examine internal organs. It is commonly used in gastroscopy or colonoscopy. Endoscopy allows accurate diagnosis with minimal discomfort, making it essential in modern medical practice. Which of the various types of endoscopes has the most significant scope for technological improvement? What is the future of Aizu Olympus and endoscopy in 2030?  

To answer the first part of your question, we have a variety of endoscopes for the stomach, bronchial, nasal, and throat regions, and we have developed and manufactured products in response to the needs and requirements of medical professionals. We do not make technical improvements based on our own wishes, but rather by listening to the voices of doctors.

As for your next question, of course, as you point out, endoscopes have a wide range of applications, and it is difficult to say where the opportunities for future development are. Rather, we believe that there will be an increasing number of new needs that doctors will want addressed. So, I think we should respond to that demand as well.

Do you have a mechanism to act on the feedback you receive from doctors?

It is important to understand the physician's needs. When bending the tip of the endoscope, there are two knobs that control up and down and left and right. This is a good example of how physician feedback was applied to the design of these rotating knobs. Olympus developed the design of these knobs with input from physicians. These knobs are designed to fit small hands and are easy for female doctors to use.

Endoscope manufacturing requires delicate manual work by highly skilled craftsmen

Lenses as tiny as 0.25 mm in diameter—comparable to a grain of sand—are also processed here

Manufacturing endoscopes requires precision and advanced technology. It requires the integration of high-quality optics, flexible materials and sophisticated electronics. The key is to achieve this miniaturization without compromising durability and quality. Can you tell us how you channel MONOZUKURI throughout your manufacturing processes?

We offer a variety of training programs, and we make comparisons between skilled and novice operators to understand the differences and gap. Our strength lies in the attention our operators pay to the many parts they pick up. These are all things that need to be passed on to the next generation. These parts are very fine, and assembly is not an easy task. It cannot be automated and requires trained human eyes and hands to apply minute and subtle manufacturing controls. That is the essence of our manufacturing culture.

Of course, we understand the importance of using AI, and a good example is the use of AI to assist with tasks related to soldering and wiring endoscope cables. Our team has to hone their skills and be very sensitive to the workers' every move. They undergo intensive training. Most importantly, they must maintain consistent quality. Measuring and maintaining that quality is where digital technology excels. Since quality control requires a digital and quantitative aspect, our plan is to use more digital technology in our product inspections.

AI and digital technologies are transforming medical device manufacturing by significantly increasing precision and efficiency. These innovations are streamlining manufacturing processes, leading to more advanced and accessible healthcare solutions. You mentioned how AI supports manufacturing; what role do AI and digital technologies play in other aspects of endoscopy? From a manufacturing perspective, what new technologies are Aizu Olympus developing to advance endoscopy?

First, let me speak from the perspective of the NEEDS and WANTS of physicians, not how to use AI for manufacturing. As a company, we should focus on making it easier for doctors to use our products. For example, we need technology that can recognize what doctors want and don't want when looking at images. This is where AI can help.  

Manufacturing is another area where digital technology can be leveraged. By collecting data throughout the manufacturing process, we can get big data. For instance, if the defect rate on the production line is higher than normal, we can use that data to analyze the problem and perform the necessary maintenance. We can also use AI to predict production risks and hazards and perform preventive maintenance.

There are challenges such as data storage requirements, cyber security risks, and the need for specialized training. While these advances improve capabilities, they require a robust IT infrastructure and ongoing adaptations to manage increasing complexity. What training does Aizu Olympus provide for its technicians to maintain their high level of skills? What educational tools and services does Aizu Olympus provide for physicians and medical facilities? 

Data loss or leakage can cause significant financial and reputational damage. Therefore, data loss or leakage is a major concern. Japan is a country that is extremely prone to natural disasters such as earthquakes, typhoons, and torrential rains, and with this in mind, Olympus has taken the necessary measures to ensure that data is stored in a secure location. With regard to cyber security, the Olympus Group has standardized its operating procedures and conducts standardized training for all employees. We are using an e-learning platform for this purpose. For example, we train employees not to open e-mails from dubious sources. Part of the training involves deliberately distributing attack e-mails to employees and providing them with the attached files. 

Aizu Olympus was founded in 1970 with Aizuwakamatsu in Fukushima as its center. Could you tell us what the strengths of Aizu Olympus are and why your company chose Aizuwakamatsu as the center of your operations? 

The people of Aizu Olympus are very hardworking and persistent. It is said that many Japanese people are like that, but the people of Aizu Olympus have a strong will to solve any problem. They also have a very strong tradition of craftsmanship, and their designs are delicate and meticulous.  

Many high school graduates join Aizu Olympus every year, and one of the reasons is our contribution to the community. For example, our team volunteers to go to technical high schools to teach manufacturing processes. There is a manufacturing skills test, and Olympus helps the students obtain certification. We also provide training to become certified inspectors of manufactured products.

Aseembly line of Endoscopes

Aizu Olympus plays a key role in the production of the endoscopes supplied by Olympus Corporation worldwide. How does Aizu Olympus reduce the financial burden and improve the experience of patients and healthcare providers with endoscopes?

We have a zero-defect policy and are not allowed to provide problematic products to doctors. If a defect is found, we stop the entire production line to identify and correct the cause. All these efforts are made to put the patient first. 

In terms of reducing the financial burden, this is a difficult question. All endoscopes will wear out at some point, but if they break too easily, it becomes a financial burden for the organization. To avoid this, we must always produce the highest quality products.

You graduated from Kanagawa Institute of Technology University in 1993 and joined Olympus the same year. You became president of Aomori Olympus in 2022 and president of Aizu Olympus in 2024. Imagine we go back in five years and do this interview again. What goals or dreams do you hope to achieve by the time we come back for this new interview?

I have worked as an engineer for 32 years, so MONOZUKURI (manufacturing) has always been a part of my career. Now that I have been entrusted with the top management of the Olympus Group's largest factory, my goal for the next five years is to further transform and refine manufacturing at Aizu Olympus. The parts that do not require human hands will be replaced by technology. This will allow us to use real human skills where they are really needed. In this way, we should be able to achieve high quality and stable production and realize our core value of "Patient Focus".