Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.
Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.
Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.
211～225 item / All 237 items
![[Management Innovation Seminar] Creating the Strongest Design Development and Manufacturing/Purchasing Departments](https://image.www.ipros.com/public/product/image/765/2000082328/IPROS3692171252032465457.jpg?w=280&h=280)
Significant cost reduction through cost benchmarking methods.
In this seminar, we will introduce specific approaches to "reducing total costs," "speed development," and "developing new cost tables with new methods" even in the era of extreme yen appreciation, using case studies as examples.
![[Management Innovation Seminar] Internal Reform Focused on Made in Tohoku](https://image.www.ipros.com/public/default/object/noimage_l.gif?w=280&h=280)
What to do? Diverse small-lot variable response, employment maintenance, creating a thoughtful workplace, cost revolution.
In this seminar, three experienced consultants from Tohoku will explain about manufacturing management that survives in Tohoku. We welcome participation from business owners and executives who have the following challenges: ★★★★ 1. We are working on human resource development, but it is not progressing well. We feel anxious about developing future executive candidates. ⇒ 'Human Resource Development' ★★★★ 2. The crisis awareness among management-level staff is low, and internal reforms are not progressing. ⇒ 'Strengthening Management Skills' ★★★★ 3. We cannot deny the current situation and are unable to break away from outdated methods and ways of thinking. ⇒ 'Awareness Reform and Internal Culture Reform' ★★★★ 4. We are struggling to respond to the demands for a wide variety of low-volume production and strict cost reductions, and we cannot stop the decline in profits.
![[Company Interview] Domestic Company (10) Uchida Forging Co., Ltd.](https://image.www.ipros.com/public/product/image/77b/2000119246/IPROS560558866108357175.gif?w=280&h=280)
Uchida Forging Co., Ltd. - Successful Case Study of Manufacturing Reform
Yokkaichi-juku, which flourished as a post town on the Tōkaidō, was a junction for pilgrimage to Ise and a crucial transportation hub for both land and sea. Every spring, the cherry blossom trees along the banks of the Jussai River and the Kaizō River in the city attract many visitors. Today, Yokkaichi City is a representative city of the Chukyo industrial region and is one of Japan's leading industrial clusters. From the Port Building (100 meters tall), built to commemorate the 100th anniversary of the port, one can enjoy the night view of the Suzuka Mountains and the oil refinery complex at Yokkaichi Port. The company we visited this time, Uchida Kanko Co., Ltd., was founded in the Meiji era. It is a company that designs, manufactures, and constructs communication towers and overhead line hardware based on its technology for processing iron. With a strong technological foundation, the company maintains stable performance and is currently promoting initiatives for improvement activities. I had the opportunity to hear about their efforts regarding improvement activities, which focus on strengthening on-site capabilities. (Excerpt from ASAP 2011 No. 3) For more details, please contact us or refer to the catalog.
![[Company Interview] Domestic Company (14) Mitsubishi Plastics, Inc.](https://image.www.ipros.com/public/product/image/d12/2000125929/IPROS560558866108357175.gif?w=280&h=280)
Mitsubishi Chemical Corporation - Successful Case Study of Manufacturing Reform
The impact of the Lehman Shock has led to sluggish sales, and the increasing inventory is putting pressure on cash flow. To promote proactive investment, an organization-wide inventory reduction project has been initiated. The goal of introducing consulting is speed! We interviewed the SCM promotion department, which oversees the reforms. (Excerpt from ASAP 2012 No. 1) For more details, please contact us or refer to the catalog.
What is the mechanism that changes "consciousness" and "behavior"?
【Lecture Content】 * The content may be subject to slight changes depending on the situation. ◆ The essence of a strong manufacturing company ◆ The drama of achieving management results through production innovation activities ◆ The mechanism for changing awareness and behavior: "VPM" ◆ Awareness and behavioral reform changes quality ◆ The current state of overseas factories and the nature of manufacturing sites in Japan
Revitalizing the manufacturing industry in Tohoku!
In the harsh economic environment, companies are engaging in various forms of production innovation and improvement activities to survive. However, among management executives, there are instances of stagnation in these activities. Many may have challenges in reassessing their roles in reform and improvement as leaders, such as how to enhance practical capabilities and link them to business results. Internal reform cannot progress with a "top-down" approach alone. What should be done... Perhaps this is a good opportunity to reflect on it. 【Program Overview】 1. Reasons why the intentions of management executives do not permeate in internal reform 2. How to integrate "top-down" and "bottom-up" approaches? 3. The original role of executives in leading activities 4. The importance of awareness and mindset reform 5. How to cultivate people and change financial statements through activities? 6. Case studies - Human resource development and improving productivity and motivation
Creating value for three years from now (Living person)
A simple question from a field worker: "How can we find waste?" We respond: "Recognizing value. Everything else is waste." 【Lecture Content】 ◆ How to distinguish between value time and waste time ◆ Value efficiency = A new strategy for manufacturing ◆ What is the value efficiency (%) of top companies? ◆ The middle management holds the key to increasing value efficiency ◆ Value time and waste time in sales and indirect functions ◆ Creating value for three years ahead (active people)
~ How to Utilize the Abundant Low-Cost, High-Level Human Resources in This Country ~
~The Allure of Myanmar, Known as the Last Frontier of Asia~ 【Current State of Myanmar's Manufacturing Industry and How to Enter the Market】 ◆ Overview of Myanmar's Progress in Liberalization ◆ History and Potential of Myanmar ◆ Current Status and Outlook for Japanese Companies Entering the Market ◆ Advantages of Hiring Myanmar Nationals ◆ Steps and Considerations for Establishing a Factory ◆ Key Points for Managing Local Factories
We will showcase a variety of products! Please feel free to stop by our booth!
We will be exhibiting at the "Mechanical Components Technology Exhibition (M-Tech)" held at Intex Osaka from October 2 (Wednesday) to October 4 (Friday), 2024. This year, under the theme "NEXT STAGE - Mechanisms and Components for the Future," we will showcase multiple components suitable for various environments, divided into sections for new products, semiconductor manufacturing equipment, railway-related, distribution-related, electric locks, and joint development. In addition to the above, our components can be used in various products such as communication devices, medical equipment, distribution boards, and construction machinery. If you have any concerns about selecting components, please feel free to consult us at the exhibition venue. We invite you to visit our booth (Hall 6, 50-44) and try out the actual components to experience their operation and usability.
If you are struggling with things like 'I want to automate complicated office tasks...' or 'I want to change the system but don't know where to start...', please contact us!
Due to work style reforms and the COVID-19 pandemic, as business operations are constantly changing, there are likely an increasing number of companies facing concerns such as, "If only we could do this, we could make better use of telework," or "We have the capacity to visualize our operations, but we don't know where to start." At BMC, we can assist in visualizing and analyzing your business operations to determine whether outsourcing is necessary or if consolidating operations internally is the better option for business improvement. 【Examples of Business Improvement】 ■ Administrative tasks are complicated, and we want to automate them. ■ We want to change our systems, but we don't know where to begin. *For more details, please refer to the PDF materials or feel free to contact us.
![[Case Study of Business Improvement Support] Cost Reduction Method through Patchwork System Renovation](https://image.www.ipros.com/public/product/image/0c2/2000572496/IPROS19480051564287019225.jpeg?w=280&h=280)
We will solve issues such as 'We are struggling with a patchwork of improvements to the existing system' and 'The usability is poor, and we are incurring high renovation costs.'
Our users in manufacturing have implemented a package system for sales and production management, which they utilize daily. However, the package system alone could not cover everything, and they faced various concerns and challenges. We have built a complementary system to fill the gaps that the package system could not address, supporting our customers in achieving greater efficiency tailored to their operations. ★ We can provide total support from system implementation to operation. *For more details, please refer to the PDF document or feel free to contact us.*
![[Column] ➃-➀ The Background of Small and Medium-Sized Enterprises' Presidents as a Race](https://image.www.ipros.com/public/product/image/2d2/2001192349/IPROS29865517723026900462.png?w=280&h=280)
I would like to introduce a column article.
Can't you even do this? Don't you understand such things? How many times have small business owners felt like they were biting into a bitter bug? It takes time to bridge the gap between 'gut feeling' and 'common sense' in both mind and heart. Gut feeling refers to events in the field, while common sense is the value system shaped by the environment one grew up in. This difference troubles business owners. Many company presidents would say their natural personality is suited for a No. 2 position. However, whether they became founders by choice, became business owners out of necessity, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small businesses are often disorganized entities lacking people, goods, money, and management. Yet, because they have to bring together such organizations, small business presidents become a 'common breed.' If they manage small businesses with the aforementioned characteristics for 20 or 30 years, they inevitably become a common type of small business owner.
![[Column] Growth Trajectory of Small and Medium Enterprises 1: From Birth to Rapid Growth Period](https://image.www.ipros.com/public/product/image/0c4/2001411157/IPROS66478888988168930631.png?w=280&h=280)
I would like to introduce a column article.
Humans are born and go through a growth process that includes kindergarten, elementary school, junior high school, high school, university, and adulthood. At each of these milestones, there are encounters with people, entrance exams, and graduations. Additionally, significant life events such as coming of age ceremonies and employment also occur. Similarly, companies have their own fundamental growth trajectories. ■ Birth Stage First is the birth stage. This is the period shortly after a company is established, which every company experiences. The survival rate of a company is harsher than the survival rate of humans. It is said that the survival probability of a company that has been born to survive for 10 years is 20-30%. ■ Foundation Stage Once the birth stage is over, it enters the foundation stage. This is the period when the foundation of products and customers gradually begins to take shape. ■ Rapid Growth Stage Next, the company enters the rapid growth stage. This occurs when the selection of products, industries, areas, and customers is favorable, leading to an increase in the number of customers and work, resulting in rapid growth. The increase in the number of employees does not cause rapid growth; rather, it is the increase in the amount of work that inevitably leads to an increase in the number of employees. In this way, the company experiences rapid growth.
![[Column] Shedding the Rulebook for Managers](https://image.www.ipros.com/public/product/image/627/2001411176/IPROS47423964509945524030.png?w=280&h=280)
I would like to introduce a column article.
There are two main points regarding the management transformation of growing companies. The first point is that as work increases, the number of people will also increase. Therefore, it is necessary to establish rules and standards and to systematize processes. In other words, it is about creating the structure of the company. The second point is that the president must shed the role of a walking rulebook and promote a change in mindset to operate the company with all employees. When the entire company is changing, the one who must change the most is actually the management. It is required for the management to evolve from being a walking rulebook to creating a company that embodies its identity, meaning that the company should be operated as an organization. If the management does not build the necessary skills, the enthusiasm of the president alone will not be enough to overcome the barriers to growth. However, it is important to clarify that those who genuinely wish to expand the company in a healthy sense must develop management skills that correspond to that scale. A company is not good simply because it is large, nor is it bad just because it is small. The crucial point is what kind of company the management wants to create, centered around the management itself, in a way that fits its size. It is essential to clarify that intention.
![[Column] The Moment the President Leaves the Field is a Turning Point](https://image.www.ipros.com/public/product/image/215/2001411178/IPROS53074346781888236057.png?w=280&h=280)
I would like to introduce a column article.
The founder and president of the company, struggling to survive, suddenly realizes that the annual sales have reached 700 to 800 million yen. Up to this point, the growth has been centered around a sense of unity focused on the president's leadership. The key feature at this stage is the turning point where the president begins to step away from the frontline. In other words, it is also the time when the entrepreneur sheds the role of being the boss of sales and production and starts to challenge the responsibilities of being a manager. This turning point brings changes within the company, and the inability to adapt to those changes prevents them from breaking through the 1 billion yen (with 30 employees) barrier. The speed of a company's growth is significantly faster than the speed of individual growth. Moreover, the growth of the entrepreneur is notably faster than that of the employees, which creates distortions in a growing company. The president tries to challenge the core responsibilities of management but begins to have concerns about their vision and the capabilities of veteran executives. Various countermeasures are taken, but the entrepreneur becomes frustrated with the dilemma of things not going well. In summary, it is the desire of the entrepreneur to create a company that truly resembles a company, along with executives who cannot adapt to this and the internal systems and strategies that are not functioning well, that obstruct the barrier of 1 billion yen.
