No two people see the world the same way. We invent accordingly.
HOYA Vision Care of the Americas makes and supplies ophthalmic lenses to Eye Care Professionals located within the United States, Canada, and South American countries. HOYA supplies a complete range of high quality lens designs, coatings and materials.
HOYA is tirelessly pushing ahead with the development of new lens technologies, always offering products with superior functionality and higher quality that further meet customer needs.
HOYA's complete offering of lens products includes the high index materials EYAS™ 1.60, EYNOA™ 1.67 or EYRY™ 1.70. HOYA's Phoenix™ lens material offers the broadest range of consumer benefits - it's safe, tough, light and clear.
HOYA offers superior AR lens performance through SUPER HiVision - the most scratch resistant anti-reflective coating on the market today. SUPER HiVision also automatically includes HOYA's ViewProtect, providing "easy to clean" lenses.
In the area of lens designs, HOYA offers unbeatable products such as HOYALUX iD - the world’s first integrated double-surface progressive lens design.
No matter what the needs of your patient are, HOYA has an unbeatable solution.
Mission Statement
Our Mission is to provide North America's highest quality eyewear and the industry's best customer service, to meet our customer's requirements and exceed their patient’s expectations.
Our Values
Team members who:
-Treat one another with fairness and respect
-Take accountability and ownership for failures as well as successes
A Company that:
-Believes and demonstrates that the customer is of the most importance
-Supports open and honest communications without fear of reprisal
-Celebrates its successes
A Workplace that:
-Provides the tools and resources to provide Great Quality
-Is safe from injuries and pleasant to work in
-Encourages and supports continuous improvement
-Provides training and opportunities for career advancement
HOYA Corporation Worldwide
Creating opportunities and exploiting them.
From our inception back in 1941, the HOYA Corporation has experienced remarkable growth. We intend to continue to expand our horizons in the future to be able to create and exploit new opportunities together with you, our customers.
A flexible global player.
The year 1974 heralded a period of globalization for the HOYA Corporation. Since then factories and distribution centres have been opened worldwide including our acquisition of the Buchmann group, which strengthened our position within Europe, and the integration of the North American market. All of our branches are founded on local and regional circumstances and cultural qualities, by spreading its production capacity in this way HOYA is able to operate flexibly.
It is not just a unique position from which we can provide you with new technologies and products; it is much more than that. It is also the far-reaching support that forms a central part of our working culture. In the meantime, with 46 branches in 24 countries HOYA has carved out a strong position for itself and in the process has become a flexible, global player.
This is the article that was release which is a sub company of HOYA Visions.
PRESS RELEASE - July 2009
Important step in the strategic plan of INDO a sub company of HOYA
Indo has reached a strategic agreement with the Japanese multinational Hoya.
Indo has signed an agreement with its bankers’ pool to refinance up to 85% of its bankers debt.
The Institut Català de Finances has granted a credit of 8 million euros.
Barcelona, 31 July- Commitments completed. This is what the strategic and financial alliances could be considered to be. One year ago, when Juan Casaponsa became the new Indo Executive President, Indo announced that the company initiated a major project of transformation. This project has been materializing in its two main areas: the refocusing on its three business units: lenses, eyewear and equipment, and consolidating and ensuring their financial soundness. Regarding financial soundness, just a year ago Indo made a successful capital increase. Now we can announce the agreement reached with the Banco Santander, BBVA, Bancaja, Banco de Sabadell and Banco Popular Español to refinance, in the long term, around 85% of its debt, which is equivalent to some 35 million euros. Besides, Indo has obtained a loan of 8 million euros from the Institut Català de Finances. These financing agreements underscore the trust placed in Indo’s financial future by financial entities and the Public Administration. The new approach in its three business units began with the Indo-Buchmann agreement of intent to merge their respective businesses of Equipment in order to create the new world leader in machinery. In the eyewear area, last Shareholders’ general Meeting we announced the agreement with McLaren for the design, production and worldwide marketing of its brand eyewear, which collections are avant-garde designed, innovative in materials and high added valued. In lens area, Indo reminded at a Shareholders’ General Meeting, that efforts were being made to strike-up a strategic alliance. The project has materialised with the signing of the agreement between the ophthalmic lenses divisions of Indo Lens Group and Hoya Vision Care. Hoya Corporation is the leading Japanese optical manufacturer and one of the worldwide ophthalmic lenses leaders regarding its business turnover. It also has other business areas such as Information Technology, Medical and Image Systems. Hoya Vision Care is one of its most important divisions, with its head office in Holland, and it is especially known for being a reference in high-index lenses, hardening and non-reflecting treatments for lenses and its products are among the most technologically advanced. This alliance will allow the interchange and supply of technology and of products, as well as collaboration in matters of research and development between the two companies. The agreement, which will be valid until the end of 2015 and which is extendable, states that Hoya will contribute 15 million euros to purchase technology and that Indo Lens Group will buy approximately 25% - 30% of its supply needs each year from Hoya Vision Care, especially in semi-finished products currently purchased from various sources of supply around the world. A key aspect of the agreement is that the two companies will continue to compete independently in all the markets, maintaining differentiated commercial strategies and complete independence in the management of each company. Juan Casaponsa, Indo's Executive President, considers that this strategic alliance will allow Indo “to substantially improve its structure of costs, making the most of synergies in R&D and offering the customer a wider and more innovative portfolio of products. Thanks to the association with Hoya, Indo will also benefit in scale, meaning that it will open the door to increasing its international presence with the entry into new markets". “The initiated transformational approach and the new new strategic business plan, will now be developed in detail once they have secured the foundations”
About Hoya Corporation
Since its creation in 1941 in Japan, Hoya Corporation has been the leading manufacturer of ophthalmic lenses. The Japanese giant company, which is listed in the first section of the Tokyo Stock Exchange, has diversified its business areas to also include information technology, medical systems and imaging. With more than 32,000 employees and 100 subsidiaries, Hoya Corporation registered total sales of 454.1 billion Japanese yen in the fiscal year 2009 (04/08 - 03/09). Hoya Vision Care Europe is responsible for the regional management of the Vision Care division, logistics centre, sales and marketing activities, dealing with European subsidiary companies and export activities in Europe, the Middle East and North and South Africa. The Spanish subsidiary company had a turnover of 26 million euros in 2008. About Indo International Indo is a Spanish multinational company dedicated to manufacturing and commercializing lenses, eyewear, sunglasses and equipment for opticians and ophthalmologists. Indo has more than 70 years' experience in the optical sector and is one of the leaders in the Spanish market. The group has subsidiary companies in the United States, France, Italy, Portugal, Morocco, India and Chile and has production centres in Spain, China and Thailand. Indo exports its products to more than 80 countries.
So to define Enterprise resource planning (ERP) is an integrated computer-based system used to manage internal and external resources including tangible assets, financial resources, materials, and human resources. It is a software architecture whose purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise wide system environment.
An ERP system can either reside on a centralized server or be distributed across modular hardware and software units that provide "services" and communicate on a local area network. The distributed design allows a business to assemble modules from different vendors without the need for the placement of multiple copies of complex, expensive computer systems in areas which will not use their full capacity.
While SDLC Systems Development Life Cycle (SDLC) is a logical process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.
Computer systems are complex and often (especially with the recent rise of Service-Oriented Architecture) link multiple traditional systems potentially supplied by different software vendors. To manage this level of complexity, a number of systems development life cycle (SDLC) models have been created: "waterfall"; "fountain"; "spiral"; "build and fix"; "rapid prototyping"; "incremental"; and "synchronize and stabilize".
SDLC models can be described along a spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on light-weight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and Dynamic Systems Development Method, focus on limited project scopes and expanding or improving products by multiple iterations. Sequential or big-design-upfront (BDUF) models, such as Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results.
Some agile and iterative proponents confuse the term SDLC with sequential or "more traditional" processes; however, SDLC is an umbrella term for all methodologies for the design, implementation, and release of software.
In project management a project can be defined both with a project life cycle (PLC) and an SDLC, during which slightly different activities occur. According to Taylor (2004) "the project life cycle encompasses all the activities of the project, while the systems development life cycle focuses on realizing the product requirements”.
References:
http://www.hoyavision.com/home.aspx
http://linux.sys-con.com/node/160739
http://en.wikipedia.org/wiki/Systems_Development_Life_Cycle
http://en.wikipedia.org/wiki/Enterprise_Resource_Planning
http://docs.google.com/viewer?a=v&q=cache:UkGw6w1qSZAJ:www.hoya.be/dn.php%3Fid%3D97394%26m%3D0%26dm%3D1+HOYA+Vision+Project+Plans&hl=tl&gl=ph&pid=bl&srcid=ADGEEShu0URvoO1EEGlSrwvYAxIIlNYFGVd1tF5ITvyURciqhzMgHZC47WsP0NcklSVqIafVNOZAmnI5JscNw3t1FtsV1TQVweVABfcLVo-3S6qn7Amd48hP0Mw8Wl64mNgusN-hsGd-&sig=AHIEtbTQmSzG2fe01uKDyR-4o-801re00A
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