31～60 item / All 65 items
![[Management Innovation Seminar] Creating the Future through Factory Reform](https://image.www.ipros.com/public/default/object/noimage_l.gif?w=280&h=280)
Synchronizing the development of people and the establishment of factories.
This is a management innovation seminar in techno-management that provides hints on what should be done to build a high-profit corporate structure in a rapidly changing environment.
![[Management Innovation Seminar] How to Promote Efficiency Innovation in Indirect Departments](https://image.www.ipros.com/public/product/image/f2a/2000079694/IPROS6054040238238050570.jpg?w=280&h=280)
To respond to the rapidly changing environment surrounding the manufacturing industry!
In this seminar, we will explain the manufacturing and indirect department reform programs that must be advanced now in response to the rapidly changing external environment and aimed at improving corporate performance. ■ Business owners and executives who have the following concerns are invited to join: - They do not know how to continuously promote the efficiency of indirect departments to reduce manufacturing costs. - The operations of indirect departments have become dependent on individuals, resulting in a black box situation where the necessity cannot be understood. - They are unable to perform essential tasks such as improving production efficiency, enhancing quality, and proposing manufacturing technologies. - The indirect departments are expanding despite the inability to expect an increase in production volume.
![[Management Innovation Seminar] Practical Labor-Saving and Vital Management Reform](https://image.www.ipros.com/public/product/image/6fa/2000080562/IPROS3649945459748085327.jpg?w=280&h=280)
Now is the time to bring out the true strength of the Tohoku manufacturing industry!
Having experienced the major disaster of the earthquake, let's take a moment to reconsider the advantages of manufacturing in Tohoku and what we should focus on. There are still many things that need to be done and can be done. However, in reality, the middle management and team members on the ground struggle to maintain a strong commitment to achieving results, and reforms are progressing very slowly. I hear many discussions about the lack of opinions and ideas. For those leaders and executives who wish to break through such situations, please join us.
![New Year Special Project: How to Advance the "Global Production" System [Management Innovation Seminar]](https://image.www.ipros.com/public/product/image/931/2000083178/IPROS3692171252032465457.jpg?w=280&h=280)
Going overseas is not the only option: Japanese manufacturing industry, reforming cost structure!
[For Business Owners and Managers] In this seminar, we will introduce strategies to combat the sixfold challenges and win in international competition! We will present specific examples of how to establish a "global production" system that maximizes efficiency in domestic production. ◆ Business owners and executives facing the following issues are encouraged to attend: - Unable to decide whether to continue manufacturing in Japan or shift production overseas. - Unable to respond to varied and small-batch production demands from customers. - High-volume production is moving overseas, while domestic production is becoming small-lot, leading to declining profits. - While quality and functionality are essential, new added value cannot be identified.
![Measures to Strengthen the Functions of Mother Factories [Management Innovation Seminar]](https://image.www.ipros.com/public/product/image/344/2000085071/IPROS3692171252032465457.jpg?w=280&h=280)
How to expand overseas factories from domestic factories 【Strengthening the domestic market will further increase profits】
[For Business Owners and Managers] With the appreciation of the yen, there has been an increase in overseas expansion. In the future, as factories move overseas, we must clarify the role and positioning of domestic factories. However, many domestic mother factories exist only in name, and it cannot be said that they are fulfilling their role as command centers adequately. It is crucial that development, design, purchasing, production, quality assurance, and sales collaborate and function as a seamless entity. Furthermore, rather than relying solely on cost transfer, there is a demand for total cost reduction and cost innovation. In this seminar, we will propose the ideal state of mother factories.
![The State of Our Country's Manufacturing Industry Under Global Competition [Management Innovation Seminar]](https://image.www.ipros.com/public/product/image/bcf/2000086507/IPROS909413665250142664.jpg?w=280&h=280)
Confirm the value of domestic factories and restructure the manufacturing system.
Our company will hold a management innovation seminar as outlined below, leveraging our experience of supporting management reform at over 3,500 business locations both domestically and internationally for 31 years. We sincerely invite you to take this opportunity to participate in order to thrive in these confusing times.
![[Seminar for Business Owners and Managers] 'The Laws of Success in Manufacturing Reform'](https://image.www.ipros.com/public/product/image/b4e/2000086614/IPROS909413665250142664.jpg?w=280&h=280)
VPM activities that remarkably change awareness and behavior.
We will reveal the consultant's know-how on "how to promote reform," which has not been included in previous improvement books. 【Seminar Overview】 - Why does awareness not change, no matter how strongly we advocate for "awareness reform"? - Despite ongoing improvement activities, why do management indicators remain unchanged? - We want to involve other departments to achieve significant results, but why can't we get their cooperation? - We are expanding production overseas, but why is it not leading to increased profits? - We will introduce ways to promote reform that withstand the drastic changes in the business environment, incorporating content and examples that could not be included in books. ■ All participants will receive a book as a gift!
![[Seminar for Executives and Managers] Lead Time Reduction and Inventory Reduction Reform](https://image.www.ipros.com/public/product/image/eae/2000089412/IPROS909413665250142664.jpg?w=280&h=280)
How to improve comprehensive capabilities in manufacturing, sales, and management to respond promptly to rapidly changing environments?!
【Seminar Overview】 【Utilizing the advantages of domestic production to enhance added value for customers and promote survival in the domestic market】 ◆Program Overview◆ 1. What is the ideal state required of the domestic manufacturing industry today? 2. Production reform through lead time reduction and inventory compression 3. Business process reform and information system approach 4. Reporting on specific improvement case studies *The program may be subject to change on the day of the event.
The secret to successful on-site reform! Here are hints for manufacturing reform and the secrets to achieving results. We have published practical case studies with the actual names of companies.
We will present a booklet featuring excerpts of our consulting case studies published in the April 2011 issue of "Factory Management," issued by Nikkan Kogyo Shimbun, to those who register for our free magazine. (Until the end of March 2012) Please take this opportunity to apply for our free email magazine.
Introducing companies that have succeeded in cost reduction and human resource development through manufacturing reform!
We are currently offering a booklet titled "Factory Management," which features numerous case studies useful both domestically and internationally. It introduces various themes related to the challenges and improvement strategies required in the manufacturing industry, such as approaches to human resource development, environmental maintenance, and business improvement, with examples tailored to each company. 【Contents】 ■ Creating an environment where everyone continues to think, leading to the habit of improvement activities ■ Factory reform with full participation through the "Change Project" ■ Gathering individual ideas through "Problem Proposal Memos" to connect them to improvements etc..... Right now, we are giving away a booklet filled with information that can help improve management for free. ■ A chance to hear improvement case studies from companies live! On September 12, 2012 (Wednesday), we will hold the 3rd "VPM Management Strategy Seminar." This seminar will feature presentations of improvement case studies by companies, so please take the opportunity to hear live improvement examples and feel the results of their activities! Seating is limited, so please apply early. *You can view details from the link and download the catalog.
The Future of Japanese Manufacturing: Advancing Both Domestically and Internationally
The external environment is rapidly changing, led by a strong yen, and the intensifying cost-cutting competition with overseas companies has resulted in a challenging management situation for manufacturing companies. Moving forward, in an uncertain and unclear future, securing profits and continuing manufacturing both domestically and internationally requires a low-cost response, and as you are well aware, that alone will not ensure survival. In this seminar, we will specifically explain how to advance management reforms that are necessary to strengthen and develop global competitiveness for the continuous securing of profits. Additionally, we will present concrete case studies from three companies that have achieved significant results in management reform. We believe this will be useful for your future management strategy planning. We sincerely hope you will participate.
![[Company Interview] Domestic Interview (4) Meiden Corporation](https://image.www.ipros.com/public/product/image/a30/2000118514/IPROS560558866108357175.gif?w=280&h=280)
Meiden Corporation: Successful Case Study of Manufacturing Reform
Meiden Corporation is an electrical equipment manufacturer of the Sumitomo Group, headquartered in Shinagawa, Tokyo. It is a leading company engaged in a wide range of fields including heavy electrical equipment, water treatment, and industrial machinery. Its main manufacturing sites are located in Numazu, Ota (Gunma), and Nagoya. Among these, the Nagoya site is a historic facility established in October 1935, while the logistics factory we visited is a state-of-the-art facility that was established in June 1993. Kiyosu City in Aichi Prefecture, where the Nagoya site is located, is also famous as the base of Oda Nobunaga, and Kiyosu Castle serves as a symbol for the citizens while also being a place of relaxation known as Kiyosu Park. We had the opportunity to speak with Meiden Corporation, which has introduced consulting services. (Excerpt from ASAP 2010 No. 2) For more details, please contact us or refer to the catalog.
- Manufacturing management through VPM to survive global competition -
For companies expanding into Thailand, the expectations for their role as a central manufacturing hub in the context of globalization are increasing amid significant fluctuations in the surrounding environment. However, in the face of challenging circumstances such as the rise in minimum wage and the influx of competing companies from the "Next China," it is essential to harness the latent power of Thai employees and promote localization through collaboration with Japanese counterparts in order to sustain and enhance profitability. At TMCT (Techno Management Consulting Thailand), we have been steadily building our consulting track record in Thailand to meet your expectations. Based on the trust established through our previous activities, we aim to contribute to the economic and technological development of Thailand and neighboring countries, while continuing our efforts to enhance friendly relations between Japan and various countries. On the day of the seminar, after presentations by our representatives and consultants, as well as practical case studies from companies that have implemented VPM, we will provide an opportunity for participants to engage in mutual exchange and information sharing during a networking event. We sincerely invite you to take part in this opportunity.
Creating value for three years from now (Living person)
A simple question from a field worker: "How can we find waste?" We answer: "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 operations ◆ Creating value for three years ahead (active people)
The mechanism for changing "awareness," "ideas," and "actions."
◆Lecture Content *The content may be subject to slight changes depending on the situation. ・The characteristics of strong manufacturing companies ・Enhancing the capabilities of people and organizations through middle management ・Practical production innovation directly linked to management results ・"Mechanisms" and "systems" that change awareness and behavior ・Awareness and behavioral reform also changes quality ・The current state of overseas factories and the nature of manufacturing sites in Japan
VPM activities that remarkably change awareness and behavior.
【Lecture Content】 【Gaining Strong International Competitiveness】 ------------------------ ■ Seminar Overview ------------------------ ◆Approach to the Transmission of Technology and Skills Based on the Four Classification Method ◆Passing on the Skills (Know-how) of the Baby Boomer Generation to the Next Generation ◆Building a System in the Mother Factory and Efficiently Deploying it to Overseas Factories ◆Putting a Stop to Stagnating Productivity and Quality ◆Improving Productivity in Indirect Departments through Multi-skilled Workers ◆Until now, on-site improvements and VA/VE (Value Analysis/Value Engineering); from now on, "the third type of improvement"
~ The Limitations and Improvement Measures of Japanese Labor Management ~
"Practical Support Consultant and Experienced Manager of Chinese Factories Discusses the Activation and Empowerment of Local Talent" ◆ Current State of the Chinese Economy and Domestic Discontent ◆ Current Situation of Japanese Factories and Issues Faced ◆ Management that Exploits with Low Wages Will Be Eliminated ◆ Joint Venture Risks with State-Owned Enterprises and Deficit Compensation ◆ Differences in Work Ethic Between Japanese and Chinese Workers ◆ Management and Development Understanding Chinese Temperament ◆ Specific Measures to Boost Motivation ◆ Initiatives for Building a Lean Factory
Introducing a selection of companies for which we have actually conducted consulting activities as case studies.
At Techno Management Research Institute, we have provided reliable results in approximately 3,000 business locations so far. All of our consultants have extensive practical experience in companies and will achieve results through close guidance tailored to your company. We would like to introduce a selection of companies for which Techno Management Research Institute has actually conducted consulting activities as case studies. For more details, please contact us or refer to our catalog.
We are accepting inquiries and applications for consulting.
Techno Management Research Institute has consistently provided practical consulting activities that demonstrate achievement targets with actual values within the contract period since its establishment. We deliver concrete results through solving management issues such as cost reduction and lead time shortening. We accept inquiries and applications for detailed consulting materials. For more information, please contact us or refer to our catalog.
It is a collection of wisdom (maxims) for managers and supervisors.
This is a collection of wisdom for managers and supervisors. For more details, please contact us or refer to the catalog.
Learn from High-Profit Companies! Key Points of People-Centric Management
"Thinking from a top-down perspective: the future positioning of our company in the market" "Thinking from a top-down perspective: the path to reform for future acquisition" "Thinking from a top-down perspective: the mechanisms for developing people to implement reform" 【Seminar Content】 ● Mechanisms of awareness reform ● Motivation management ● Exploration of high value-added themes ● Future creation in indirect departments ● True on-site capability is the power of awareness ● What is genuine 5S activity? ● How to promote small group management
Simultaneous reform of inventory, lead time, and productivity.
"Reduction of production lead time" "Compression of excess and surplus inventory" "Improvement of value-added labor productivity and cash flow through simultaneous reforms" ◆ Seminar Overview ◆ - Why do stockouts and inventory not decrease even when replacing the production management system? What should we invest in? - How are inventory, lead time, and productivity interconnected? Is there a means to solve them integratively? - What are the reasons for the frequent failures of lead time reduction activities? What are the keys to success? - Is it really possible to reduce inventory even as product variety and shipment volume increase? - What reforms should be made now to increase profits through shifting production overseas?
![[Management Innovation Seminar] Practical Labor-Saving and Vital Management Reform](https://image.www.ipros.com/public/product/image/bcf/2000080566/IPROS2073959222881396486.jpg?w=280&h=280)
Now is the time to unleash the true strength of the manufacturing industry!
The Japanese manufacturing industry is facing an unprecedentedly harsh environment due to factors such as the earthquake, the appreciation of the yen leading to a shift in production overseas, and power shortages. In light of the significant disaster we have experienced, let's take a moment to reconsider the advantages of manufacturing and what we should focus on moving forward. There are still many things we must do and can do. However, in reality, middle management and team members on the ground struggle to maintain a strong commitment to achieving results, and reforms are progressing slowly. I hear many discussions about the lack of opinions and ideas. For those top executives and management who are concerned about breaking through such situations, please join us.
What is required of Japan's manufacturing industry in the rapidly changing economic environment?
By attending this seminar, you will learn solutions to the following challenges! ◇ Shift your perception of costs and lower the breakeven point through manufacturing reform ◇ Measure customer satisfaction and promote the achievement of small lot, high-quality, and fast production ◇ Change employee awareness through the manifestation of endless challenges and the implementation of reforms
On-site reform starts with strengthening management capabilities.
VPM is a means to cultivate executives who will become the core of companies in the future. We will introduce examples of how people have changed and how the workplace has transformed.
Reform of Indirect Departments Using the Living Person Management Method 'VPM'
In this seminar, we will introduce the specific approach to reforming indirect departments using the active management method "VPM," focusing on the concept of "understanding waste (areas for improvement)" and including case studies.
![[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.
Unleash the potential abilities and achieve victory by enhancing overall manufacturing capabilities!
"Maximizing the efficiency of current personnel and equipment to strengthen global competitiveness" In the face of a challenging backdrop for the manufacturing industry, such as the strong yen, companies are compelled to shift overseas. At the same time, it has become a significant challenge to reassess the role of manufacturing bases within Japan and to further advance as mother factories. To overcome such management issues, we will hold a seminar focused on the "strategy for strengthening the domestic factory's constitution and resilience" to become winners in a globally and discontinuously changing market. This seminar will explain how to "maximize the efficiency of management resources (people, equipment, skills, know-how)" and "stabilize and solidify production systems." Additionally, we will present reform case studies from two companies that have achieved significant results.
大幅原低を導く とっておきの手法伝授
【身近な製品で、原低１/２化を体験する】利益体質強化の秘策を伝授いたします！ ～原価低減担当者育成 ２日間コース～
![[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.
