Tanaka Foresight Shapes the Future of Eyewear with Sustainable Innovation and Craftsmanship

Japan’s eyewear industry is centered in Sabae City, Fukui Prefecture, where 96% of the country’s frames are produced using the traditional monozukuri manufacturing spirit. This approach often blends time-honored craftsmanship with modern technology, resulting in minimalist yet stylish designs that are both functional and expressive. How would you define what makes the Japanese eyewear industry unique, and what do you see as its key strengths?

When I reflect on the strength of Japan’s eyewear industry and Sabae City in particular—the heart of the nation’s eyeglass production—I see the city itself as functioning like one large, integrated eyewear factory. Producing a single pair of eyeglasses involves roughly 200 individual processes, each of which must be executed with precision. These processes are distributed across a network of specialized companies.

Historically, each step in the production chain was handled by several dozen companies, fostering a healthy level of competition. This not only elevated the overall skill level but also helped control costs. It was this collaborative yet competitive environment that enabled Sabae to emerge as Japan’s leading hub for eyewear manufacturing.

Sabae is a relatively small town, and that has also played a role in shaping its unique ecosystem. When a company develops a new technology or technique, it often spreads organically—sometimes unintentionally—through word of mouth to other companies in the area. While this kind of knowledge-sharing may not always be deliberate, from a broader perspective, it has strengthened the entire local industry. In this way, Sabae has evolved into a unified, dynamic production community—a true "eyewear town" unlike any other.

Crafting a single eyewear frame involves around 200 intricate processes, and like many monozukuri-based industries, there’s an ongoing challenge in preserving skilled manual craftsmanship. In Sabae, it’s common for craftsmen to spend eight to twelve months completing these processes. Many master artisans are now in their eighties, and their highly specialized skills are increasingly difficult to pass on—especially given Japan’s demographic and population challenges. For Tanaka Foresight, what strategies are you implementing to preserve this craftsmanship and ensure its passed down to future generations?

Over the past ten years, we’ve made significant investments—particularly in facilities. In fact, relative to our company’s revenue, our capital expenditures are quite high. This is because we’re focused on translating the skills of master craftsmen into quantifiable data that can be replicated through more automated systems. By doing so, we aim to improve productivity while preserving the essence of their craftsmanship.

That said, even with technological advancements, there are limits to how much can be automated in eyeglass production. Skilled craftsmanship remains essential. However, with Japan’s aging population, we’re rapidly losing veteran artisans, and it's becoming increasingly difficult to attract new university graduates into this line of work. Many young people in Sabae aspire to move to larger cities, and those who stay often prefer to join major corporations.

As a small company, we’ve taken a different approach to talent acquisition in order to stand out. We actively recruit mid-career professionals from a variety of backgrounds—individuals who may have worked as Italian chefs, food wholesalers, or mechanical designers. We’re open to candidates with diverse experiences, and we provide comprehensive training from the ground up. Through this hands-on approach, we’re cultivating a new generation of craftsmen capable of producing high-quality, precision eyewear.

Does your approach to recruitment also include the potential for hiring more foreign workers?

Yes, we are actively hiring foreign employees. We have an established network in Cambodia, where we operate a factory that produces components such as nose pads for eyeglasses. Through this connection, we bring Cambodian workers to Japan as technical trainees, where they learn skills related to pressing and other aspects of the manufacturing process.

After completing their training in Japan, they return to Cambodia and continue working at our local factory. This creates a strong technical alliance between our operations in Japan and Cambodia. The young Cambodian staff are highly motivated and possess a strong spirit of challenge, which we deeply respect. We truly value their contributions and are grateful to have them as part of our extended manufacturing team.

While Japan’s population crisis presents clear challenges, it also creates new opportunities for many industries. In the eyewear sector, for instance, recent surveys show that 40% of Japanese adults over the age of 60 living in urban areas have myopia, and 80% of men over 70 use corrective lenses. What kinds of opportunities do you see emerging from these demographic shifts, particularly within your business?

As you mentioned, the aging population has led to increased demand for eyeglasses. While this can be viewed as a societal challenge, from a business perspective, it also presents a significant growth opportunity. The senior generation in Japan tends to have greater financial stability and disposable income, and many are willing to invest in high-quality, domestically made eyewear. This is a market segment we intend to continue focusing on.

In addition, data increasingly shows that UV levels in the atmosphere are rising year by year. Combined with the growing use of smartphones and personal computers, more people are experiencing eye strain and long-term vision damage. This makes it critical for the eyewear industry to raise public awareness about the importance of eye protection.

Just as people brush their teeth daily to maintain oral health, we believe it’s equally important to use sunglasses and eyeglasses to protect eye health on a daily basis. This kind of preventative mindset requires education, and we believe the industry as a whole must take responsibility for delivering that message. At Tanaka Foresight, we’re taking proactive steps in that direction.

As a journalist, I’ve personally felt the effects of prolonged screen exposure, and I’ve recently started wearing blue light glasses—something that’s becoming increasingly common. Both in Japan and globally, the eyewear market is evolving as consumers seek glasses tailored to specific needs, such as blue light protection, gaming, and ergonomic wear. How is Tanaka Foresight aligning its product development and OEM strategy to lead in these function-specific eyewear segments?

Since we don’t manufacture lenses, our focus is solely on the frame side of the eyewear business. Functionality related to vision—such as blue light protection or gaming lenses—is typically handled by retailers. Customers choose their desired lens functionality at the point of sale, pairing it with one of our frames based on their individual needs.

From our perspective, the functionality we prioritize in frame development relates more to material innovation and comfort. Over the past ten years, we’ve been working on a biodegradable material that’s also gentle on human skin. We initially introduced this material in nose pads, and two years ago, we succeeded in producing a full frame using this biodegradable plastic.

With global attention increasingly focused on sustainable development goals (SDGs), our efforts have been aligned with this shift. Our aim is to create eyewear frames that are not only comfortable and skin-friendly, but also environmentally responsible.

Our company is structured with both a planning division and a production division, and this setup creates strong synergy between design, planning, and actual product manufacturing. It’s this integrated approach that allows us to consistently and successfully bring new concepts to life and sustain our business over the long term.

I'm particularly interested in the challenge of bringing these kinds of innovations to market. For instance, statistics show that up to 20% of individuals in some populations suffer from nickel allergies caused by metal frames. Your company addressed this by pioneering the use of pure titanium pad arms, which are both lightweight and hypoallergenic. You’ve also developed biodegradable plastic nose pads and frames, as you mentioned earlier. How did Tanaka Foresight overcome the technical and cost-related hurdles of introducing these innovations? And what kinds of compromises, if any, were necessary to balance performance with scalability?

Our journey with titanium—a hypoallergenic material—began back in the 1980s, when our predecessors were focused solely on manufacturing eyeglass parts and components. At that time, titanium was regarded as something of a “magical metal” due to its lightweight properties and hypoallergenic nature. However, producing an entire frame from titanium posed significant challenges.

As some companies began to successfully develop titanium frames, we were inspired to explore its potential for nose pad arms. Initially, it was an uphill battle. We could only produce about 200 units, and even then, the defect rate was high. But through continuous improvement and persistent trial and error, we gradually refined the process, elevated the product quality, and overcame the technical barriers.

Thanks to those early efforts, our titanium components are now produced with high efficiency and at a much lower cost—demonstrating how long-term commitment to innovation can lead to both performance and scalability.

You’ve emphasized the importance of SDGs, and globally, we’re seeing consumers respond to that. For example, a recent survey in the U.S. found that 78% of consumers prioritize sustainability when making purchasing decisions. Could you highlight one or two ongoing or upcoming SDG-related initiatives that position your frames as the preferred choice for environmentally conscious consumers?

We place a strong emphasis on the use of sustainable materials. One of our key initiatives is incorporating polylactic acid (PLA) biodegradable plastic into our products wherever possible—without compromising on quality. PLA offers a range of benefits: it is non-toxic and safe for skin contact, emits no carbon dioxide when incinerated, and has naturally high antibacterial properties. It’s also resistant to scratches and damage, and features anti-slip characteristics, making it ideal for eyewear frames.

These properties may be considered byproducts of PLA, but they provide clear advantages for both functionality and sustainability. That’s why, in discussions with our OEM clients, we actively propose the use of biodegradable materials like PLA.

That said, one of the key challenges is cost—PLA is still more expensive than conventional materials. Additionally, wider adoption often requires a shift in mindset. Promoting sustainable materials in the eyewear industry isn’t just a technical matter; it also involves encouraging both manufacturers and consumers to prioritize long-term environmental benefits.

How are you working to overcome those adoption challenges, particularly around cost and mindset? And how are you communicating the benefits of these sustainable materials to the broader market—both within Japan and internationally?

As a relatively small B2B company, direct consumer engagement isn't our primary strength. Instead, we focus on working closely with our partners and wholesale clients to promote the value and appeal of our biodegradable products. Some of them immediately recognize the advantages, and by thoroughly explaining the benefits of using PLA materials—such as environmental impact, skin safety, and durability—we empower them to communicate those values to the end users.

It’s a more understated, behind-the-scenes approach compared to flashy B2C marketing, but we believe that through these strategic partnerships, we can gradually raise awareness and foster greater adoption of sustainable materials in the industry.

Recent statistics show a clear difference in consumer preferences between markets: in the U.S. and Europe, 48% of eyewear consumers prioritize style or brand, whereas in Japan, over 60% place greater value on comfort and functionality. How do you tailor your product lineup to meet these varying preferences? And which lessons from Japan’s market do you believe are most transferable when expanding into overseas markets?

It’s true that Western consumers often prioritize brand recognition when choosing eyewear. In fact, we've had Western customers express interest in our original brands, such as FaceFont and Tsubara, and ask whether we have a representative or agent in their home region. When we explain that we don't, some become hesitant to purchase due to concerns about after-sales service and maintenance.

While we do direct business with retail shops in Europe, the core of our overseas business remains OEM. In these cases, we work with trading firms or agents who engage directly with global brands. These brands then select from our designs and incorporate them into their own collections—essentially following an ODM (Original Design Manufacturing) model.

As for the lessons from Japan that we believe are most applicable overseas, I would point to the fundamental values of honesty and trust that underpin Japanese business culture. As a company from a small island nation, we take our responsibility to customers very seriously. This sense of duty doesn’t end once a product is delivered—we believe in maintaining accountability, even after the sale, no matter the distance.

In contrast, some companies may view their responsibility as ending once their products reach the wholesaler. But we don’t subscribe to that philosophy. As a responsible eyeglass frame manufacturer, we are committed to delivering not just a product, but a complete and high-quality service experience.

This commitment hasn’t gone unnoticed. Recently, we've had four groups of overseas clients visit our factory for close-up inspections to verify that our frames are genuinely made in Japan. Some companies may manufacture parts abroad and perform only final assembly in Japan before labeling the product “Made in Japan”—but that’s not how we operate. All of our manufacturing is done in Japan, and the trust we’ve built with internationally recognized brands is a reflection of our integrity and reliability as a global partner.

Founded in 1972, your company has become a key player in eyeglass components—holding approximately 50% of the domestic market for nose pads. Your business spans three core segments: first, your primary ODM and OEM services; second, your five in-house brands, including FaceFont and Tsubura; and third, your international operations, such as your factory in Cambodia and distribution partnerships in Europe and Hong Kong. Which of these segments do you see as offering the greatest business opportunity moving forward?

While we hold a strong market share in nose pads, our share in the eyeglass frame segment is still relatively modest. That’s why we see significant potential for growth in our OEM and ODM business, particularly when it comes to frames. Our goal is to expand this segment by signing new accounts and building more partnerships—both domestically and internationally.

When we interviewed your father last year, he emphasized the importance of finding international distribution partners. Could you share what qualities or criteria you look for when selecting potential overseas distributors?

We’re looking for distributors who genuinely resonate with our corporate values and who have a deep understanding and appreciation of our products, as well as our approach to product development. It’s important to us that our partners share our commitment to quality and craftsmanship, as this alignment forms the foundation for a strong and lasting business relationship.

In our previous interview, ex-CEO spoke about the importance of the U.S. and European markets, where Japanese craftsmanship is highly valued, and mentioned your interest in emerging markets like Southeast Asia. However, much has changed since then—most notably with the renewed potential for U.S. tariffs on Japanese goods under policies linked to President Donald Trump’s platform. Given these developments, how are you adjusting your international strategy in response to the evolving trade landscape?

The impact of U.S. tariffs is not insignificant for us. While we don’t conduct a large volume of direct business in the U.S., we are affected indirectly through our clients who export products containing our components to the American market. So, in that sense, the tariffs are having an overall effect on our business.

What’s important for us now is to communicate our value directly and, ideally, establish more direct business relationships with U.S. consumers. By doing so, we can better control our brand narrative and reduce our reliance on intermediaries that are more vulnerable to trade policy shifts.

In the past, we’ve primarily worked through wholesalers to communicate the uniqueness of our products. However, moving forward, we recognize the importance of finding ways to directly reach and appeal to consumers.

For example, one of our key advantages is the use of PLA nose pads, which are not only environmentally friendly but also reduce stress on the nose, offering superior comfort. Additionally, we’ve developed a flexible frame design that maintains a consistent distance between the lens and the eye, regardless of the wearer’s facial shape or size. This helps minimize vision distortion and provides a more comfortable, tailored experience.

By highlighting these kinds of innovations directly to consumers, we believe we can better convey the value of our products and differentiate ourselves in a competitive global market.

As Asia transitions from being primarily a manufacturing hub to becoming a major consumer base, how do you plan to adapt your product positioning and pricing strategies to align with this shift?

Southeast Asia is currently our primary focus for overseas growth. At the moment, our business in the region mainly targets affluent locals and foreign expatriates. However, with rising wages and improving living standards across many Southeast Asian countries, we’re seeing growing interest in our products from a broader segment of the local population.

In response to this trend, we hope to develop products tailored specifically for these emerging local markets—including high-volume, mass-market offerings that are more affordable, while still maintaining the quality and design standards we’re known for.

Which countries in Southeast Asia are you targeting?

Cambodia is our first target market for expansion, primarily because we already have a factory and a strong local network there. We see this as a valuable foundation that we can leverage to establish a meaningful presence.

Compared to more developed eyewear markets like Thailand, Vietnam, and Indonesia, Cambodia’s market is still in the early stages of development. That presents a unique opportunity for us to play a vital role in shaping and supporting the growth of the local eyeglass industry.

Tanaka Foresight is a family-run company. When we spoke last year, we had the chance to interview your father. Now that you're leading the company, I’d love to hear more about your personal vision. If we were to return five years from now for another interview, what would you hope to have accomplished by that time?

I’m not sure if this directly answers your question, but one of the ongoing challenges we face is brand recognition. Despite our history and capabilities, Tanaka Foresight is still not a widely known name. When people are asked which companies they would consider for manufacturing eyeglasses, our name, unfortunately, doesn’t come up as often as we’d like.

That’s something I want to change over the next five years. My goal is to increase awareness of our company—particularly among brands seeking high-quality OEM and ODM eyewear partners. I sincerely hope that interviews like this one can help serve as a catalyst in that effort. Ultimately, I want Tanaka Foresight to be recognized as a go-to company in our industry.

Considering that goal, in one sentence, how do you want the world to perceive Tanaka Foresight?

As indicated by our company name “Tanaka Foresight Inc.”, we are a company that has foresight, can respond flexibly to unforeseen circumstances, and can adapt to changes in the times.

For more information, please visit their website at: https://www.tanaka-pd.co.jp/english/profile/outline.html

To read more about Tanaka Foresight, check out this article about them