テクノ経営総合研究所 List of Products and Services

"Inspect without fatigue and without strain! Understand the theory and training methods of peripheral vision inspection!" Customer quality demands continue to rise. On the other hand, inspection tasks that rely on human labor not only contribute to increased costs but also impose a significant burden due to the high level of fatigue experienced by inspectors during long periods of focused visual inspection. This seminar will teach methods to enhance the efficiency of visual inspections while meeting the quality management standards required by customers. It is a practical program that allows participants to understand and internalize the theory of peripheral vision visual inspection through inspection exercises.

• others

"Four Points to Teach the Joy and Motivation of Improvement!" ■POINT(1) Understand the Essentials of 5S and Visualization 5S (Sort, Set in Order, Shine, Standardize, Sustain) and visualization are two sides of the same coin. We will teach you the secrets to creating a system that eliminates searching, confusion, and worry, leading to a stress-free manufacturing environment. ■POINT(2) Enjoyable Practical Exercises to Learn with Mind and Body Through immersive practical exercises, you will grasp the principles of 5S and visualization. You will receive direct guidance on insights and tips that cannot be learned from books or videos. This is a recommended seminar that will boost your confidence in implementing 5S and visualization. ■POINT(3) Develop a Love for Improvement and a Desire to Practice From simple idea improvements to advanced applications that break the monotony, we will introduce the depth of 5S and visualization with numerous concrete examples. The content is designed to ignite your motivation to engage in improvement activities starting tomorrow. ■POINT(4) Solve Participants' Problems with Request Cards There is no value in seminars that only discuss generalities or require passive listening. We will respond to various requests with over 35 years of practical experience, addressing on-site challenges and the essentials of 5S and visualization that aid in problem-solving.

• others

◆Eliminate dissatisfaction with previous training! 　■ Unable to apply training content to practical work 　■ Understood theoretically but unable to implement 　■ Theoretical education cannot address the complexities of real-world situations ◆Custom-made Tech TPS Training 　Conduct case studies using examples tailored to the characteristics of the target workplace. Participants can experience various improvement activities in real-time during training, allowing them to immediately start improvement activities in the workplace after the training ends. Naturally, professional instructors will also provide solid guidance on acquiring basic TPS knowledge.

• others

Features of the "Custom-Made Factory Tour" ● Selection of tour destinations tailored to your company's needs, such as the purpose of the event and the positions of participants, from a database of approximately 5,000 facilities. ● By linking a seminar with the tour, it is possible to create a program with high training effectiveness. ⇒ With explanations and case studies by our consultants, it becomes a higher-level training-oriented tour!

• others

【Recommended for companies like this】 There is hesitation in suddenly introducing a consultant... For small businesses, it is difficult to come up with the funds to hire a consultant... I want to improve and reform sales, SCM, and QMS, but I don't know how to get started...

• others

~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

• others

◆Secrets of Factory Operations in a Multi-Ethnic Country (Malays, Chinese, Indians)◆ ◆◆◆◆Improving Productivity and Human Resource Development◆◆◆◆ 【Program Overview】 1. National characteristics unique to subtropical regions 2. Features of a multi-ethnic and multi-cultural country 3. Japanese companies in Malaysia and recent trends 4. Considerations for "manufacturing" in Islamic regions 5. Key points for improving productivity and motivation 6. Roadmap for human resource development and introduction of improvement case studies

• others

Preparation to Avoid Difficulties on Site ~Managing Foreigners~ [Day 1] 'Preparation for Overseas Assignment' 1. Living abroad 2. Working abroad 3. Current situation of Japanese companies expanding overseas 4. Clarifying your mission 5. <<Exercise>> [Day 2] 'Practical Work in Overseas Factories' 1. Having a large number of subordinates with little experience 2. Managing foreigners 3. Factory operations to build a strong factory 4. New factories and expansions as the greatest opportunities 5. <<Exercise>> [Day 3] 'Financial Mechanisms' 1. Financial mechanisms and factory operations 2. <<Exercise>> 3. Localization 4. <<Summary of the Three Days>>

• others

"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

• others

This is aimed at presidents, directors, and executive officers. It is ideal for manufacturing companies with 100 to 500 employees. After the establishment of the new administration, the trend has shifted from a strong yen to a weak yen, requiring a swift response from the manufacturing industry. The roles of managers and supervisors (middle management) are becoming broader and more complex, as they need to address both domestic and overseas factory operations. How can we leverage this opportunity? It requires demonstrating leadership and management skills. We will explain the future activities of overseas and domestic bases.

• others

【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"

• others

◆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

• others

◆◆◆ Seminar for Executives ◆◆◆ The collapse of the bubble economy and the Lehman Shock have led to ongoing difficulties for companies. The roles of managers and supervisors (middle management) have become broader and more complex. This may shake the confidence in nurturing human resources (subordinates). In this seminar for executives, we will explain the essentials of "developing the next generation of management talent" equipped with leadership and management skills, incorporating various case studies.

• others

◆◆◆◆ Due to popular demand, the second event is being held! ◆◆◆◆ 【"Action-oriented human resources" and "self-reliant organizations" to differentiate corporate value and enhance competitiveness】 ■ To transform people's motivation and awareness to achieve management results ■ Comprehensive reform of indirect and direct departments, creating a new flow with changed ideas and perspectives ■ Realizing a corporate structure that creates value from the customer's perspective and can continuously provide it ■ Building a structure that enhances true competitiveness domestically and can compete internationally ■ Proposals for specific activities to learn from success and failure cases

• others

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)

• others

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

• others

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)

• others

【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

• others

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.

• others

What is necessary for a leader is to convey the top policy to subordinates in their own voice, ensuring understanding and agreement, thereby developing the ability to motivate people. The process of activities itself becomes a setting for nurturing individuals. This seminar for management executives clearly explains the methods by which leaders can drive growth in their companies and create systems to strengthen the factory foundation, in line with the human resource development program of VPM (Value Producing Management), presented by two instructors. Now, let's put it into practice starting tomorrow!

• others

A simple question from a field worker: "How can we identify 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 operations ◆ Creating value for three years ahead (active engagement)

• others

【Lecture Content】 【Acquiring Strong International Competitiveness】 ------------------------ 　■　Seminar Overview ------------------------ ◆Approach to Technology and Skill Transfer Based on the Four Classification Method ◆Transferring 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-Skilling ◆Until now, on-site improvements and VA/VE (Value Analysis/Value Engineering), from now on, "the third improvement"

• others

【Lecture Content】 ～ Introducing timely knowledge and ideas that are useful for management innovation ～ Our company has been involved in supporting management reform for over 33 years at more than 3,500 business locations both domestically and internationally. We will hold a management innovation seminar as outlined below. In order to thrive in these chaotic times, we sincerely invite you to participate in this opportunity. ◆ What generates profit is 【Manufacturing Department】 Producing good products as quickly as possible and at the lowest cost ◆ What creates the future of the company is 【Design and Development Department】 The creation of new products and technological capabilities that meet customer demands Costs are determined by design capabilities at the design stage ◆ What drives company growth is 【Sales Department】 Securing profits is only possible with a sufficient volume of orders (work) ◆ What leads to a good company is 【Management and Indirect Departments】 The ability to manage materials and information influences costs Breaking away from person-dependent tasks is key to indirect improvements ◆ What strengthens the company is 【Management】 Reforms should be driven from the top down

• others

【Lecture Content】 ■Now is the time for new actions! Regarding the seminar Our company has been involved in supporting management reform for over 33 years, with experience in more than 3,500 business locations both domestically and internationally. We will hold a management innovation seminar as outlined below. In order to thrive in these chaotic times, we sincerely invite you to participate in this opportunity. ◆Value design from the perspective of product functionality ◆Goal setting through benchmarking ◆Human resource development through strengthening purchasing and design capabilities ◆Bold reform of employee awareness and actions ◆The results of activities resonate in management figures 　　　　↓↓↓↓ 【Creating a system for developing globally lowest-priced products】

• others

【Lecture Content】 【"Motivated Human Resources" and "Self-Reliant Organizations" to Differentiate Corporate Value and Build Competitive Strength】 ◆ To transform people's motivation and awareness to achieve management results ◆ Integrated reform of indirect and direct departments, creating a new flow with changed ideas and perspectives ◆ Realizing a corporate structure that creates value from the customer's perspective and can continuously provide it ◆ Enhancing true competitiveness domestically and building a structure that can compete internationally ◆ Proposals for specific activities based on learning from success and failure cases

• others

Light, strong, and resistant to rust, aluminum is a metallic element abundantly found in the Earth's crust. Its wide range of applications and possibilities extends infinitely, from everyday goods and packaging materials to electronics and industrial uses. Toyo Aluminum K.K. is a company that researches the excellent properties of aluminum and contributes to society and industry. The company's history began in 1931 with the establishment of Sumitomo Aluminum Co., Ltd. in Osaka by Sumitomo and Alcan, one of the world's leading aluminum manufacturers. Over the years, it has continued to produce high-quality products that create living culture from Japan to the world. The water-repellent packaging material Toyar Lotus is a product inspired by nature. The three-dimensional mesh fractal, which took over a decade to develop, was inspired by the lotus leaf. The mechanism that prevents yogurt from sticking to the lid may seem inconspicuous, but it is actually quite profound. This is the unique characteristic of Toyo Aluminum K.K. The Gunma processing plant manufactures aluminum foil for the domestic market. The facility is working on improving productivity and optimizing inventory in its manufacturing sector. Improvement activities involving production management and sales departments were also covered. For more details, please contact us or refer to our catalog.

• others

In 1919, Kurozaki Harima Co., Ltd. was founded in Yahata, Kitakyushu. With the corporate motto of "better, faster, cheaper," the company has consistently played an important role in supporting the domestic and international steel industry and core industries through the manufacturing and sales of refractory materials. The temperature of molten iron ranges from 1600 to 1800 degrees Celsius, making refractory materials essential for blast furnaces that can withstand high temperatures. The production of refractory materials with excellent quality and precision requires advanced technology and experience. Recently, the company has continued to challenge various possibilities of new materials, including fine ceramics based on the material technology cultivated through refractory materials and the development of comfortable and beautiful living spaces. The company has a long-standing tradition of improvement activities. To elevate practical capabilities in manufacturing, it has initiated the KMS-2 activity aimed at a new stage of on-site improvement. This time, we covered that site. (Excerpt from ASAP 2012 No. 6) For more details, please contact us or refer to our catalog.

• others

Fukai Manufacturing Co., Ltd. is a comprehensive production manufacturer of automotive sheet metal parts. The company's products are utilized in all vehicle models, including the Subaru Legacy, as well as Nissan's Cima, Fuga, Fairlady Z, Skyline, and others, establishing a high level of trust and evaluation. The headquarters and Otsuki factory, located in the birthplace of the Ashikaga clan, which established the Muromachi shogunate, is a massive facility with a total site area of 52,000 tsubo and a total floor area of 8,400 tsubo. It is equipped with the latest technology, including 3D CAD that pursues speed and reality, plasma laser welding machines developed from unique research and development, and innovative welding robot lines and unmanned press lines that break conventional concepts, making it a factory that utilizes the latest functions. We report on improvement activities aimed at staying one step ahead in manufacturing. (Excerpt from ASAP 2012 No. 4) For more details, please contact us or refer to our catalog.

• others

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.

• others

The current economic situation, characterized by a strong yen, the overseas expansion of manufacturing, and the hollowing out of domestic industries, presents a challenging era for Japan's manufacturing sector. In this booklet, we introduce cost reduction methods and concepts from five different perspectives to enhance international competitiveness. Those who request the materials will receive all five booklets as a gift. 【Problem-Solving Book Contents】 ■ Comprehensive Strengthening Measures for "Price Competitiveness" Dominating the World ■ How Low Can Costs Go? ■ Improvement Points for Overseas Factories ■ Major Reforms in Indirect Departments with VPM! ■ We Will Teach You the "Reform Promotion Leader Development Method"! *For more details, please contact us or view the details from the catalog download. The first 10 people who download the catalog will be able to attend our seminar for free. If you are interested, please contact us via the "Contact Form" or check the content in the email we send you and reply. 【Seminar List】 http://seminar.tmng.co.jp/

• others

Mitsui Hygiene Materials was established in Thailand as a wholly-owned subsidiary of Mitsui Chemicals, Inc. The company is responsible for the manufacturing and sales of non-woven fabrics and breathable films used in medical and nursing care settings, and it continues to operate at full production capacity. "Empowering local employees is essential for increasing productivity" -- This initiative for awareness reform was triggered by headquarters' policy. The key point was that local employees could engage in improvement activities communicated in their own language. After the introduction of consulting, we visited the company’s factory, which is steadily producing results. For more details, please contact us or refer to the catalog.

• others

Contributing to the high-tech industry with ultra-precision surface processing technology—Nitta Haas Co., Ltd. was established through a joint investment between Nitta Corporation, renowned as a leading company in industrial belts, and Rodel Inc. (now The Dow Chemical Company), a top manufacturer of polishing pads for semiconductor devices. The Kyoto factory we visited for this interview is a state-of-the-art research and development and manufacturing base aimed at next-generation technology development. Through four years of consulting, we have been supporting the company's improvement activities from the sidelines. The company provides ultra-precision polishing systems for silicon wafers across Asia and boasts a 90% global market share in semiconductor device polishing systems. The challenges continue to expand into polishing fields such as LCD glass substrates and hard disks, as well as further enhancing the precision of technology. This time, we visited the company's Kyoto factory. (*Excerpt from ASAP 2011 No. 6) For more details, please contact us or refer to the catalog.

• others

"Cherished by citizens and contributing to citizens," Citizen TIC Corporation is a company that, as a pioneer in facility clocks, develops a consistent business from design to manufacturing, sales, and maintenance, centered around three pillars: time, measurement, and information. With a tradition of over 60 years, it is the second oldest in the Citizen Group, and many of the facility clocks seen throughout Japan, including the recently renovated large clocks at JR Hakata Station and Osaka Station, are works of the company, overflowing with design and ideas. Additionally, the company's products, well-known for their sports timing systems, have become indispensable in various sports competitions. The origin of the company name is based on the Latin phrase "Terra Incognita," meaning "unknown land," from Marco Polo's "The Travels of Marco Polo," leading to the term Terra Incognita Clock, which translates to "a clock that no one has ever seen." This time, we visited the headquarters factory of the company, which continues to develop products with technological prowess and creativity. (Excerpt from ASAP 2011 No. 5) For more details, please contact us or refer to the catalog.

• others

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.

• others

Toyo Pack International Co., Ltd. was registered as a subsidiary fully funded by Toyo Seikan Co., Ltd. in August 2006. The company is engaged in the manufacturing of plastic containers and the filling of various beverages through OEM. After the introduction of consulting, we visited the company's factory, which has been steadily producing results. (Excerpt from ASAP 2009 No. 4) For more details, please contact us or refer to our catalog.

• others

Nizukudo in Hakata, Kyushu, is a famous Japanese confectionery manufacturer known for its signature sweet "Hakata no Hito." Recently, they have been developing products with rich ideas, such as the limited release of a long Baumkuchen packaged in designs inspired by the 0 Series Shinkansen and the popular SL Hitoyoshi train from JR Kyushu. They are also focusing on improving the factory environment to enhance the quality and reliability that customers have loved for a long time. With the opening of the Kyushu Shinkansen just around the corner, we had the opportunity to cover the vibrant headquarters in Hakata. (Excerpt from ASAP 2010 No. 6) For more details, please contact us or refer to our catalog.

• others

Shanyō Electric Co., Ltd. Kamikawa Factory is located in Ueda City, Nagano Prefecture. It is a state-of-the-art factory that has greened a quarter of its spacious site, which is 1.4 times the size of Tokyo Dome, with solar power generation and rainwater utilization facilities, considering environmental protection. The factory has established a groundbreaking production technology called the "induction system," enabling integrated production from product processing to assembly. In the third year of consulting implementation, we visited the factory, which is steadily producing results. (Excerpt from ASAP 2010 No. 5) For more details, please contact us or refer to the catalog.

• others

Founded in 1946, the company boasts a history of over 60 years and is a unique enterprise that produces custom-made machine tools with a complete order system, renowned for its unparalleled creativity and high reliability in the field of large and specialized processing machines. In the reception room where we spoke, numerous letters of appreciation from well-known domestic companies are prominently displayed, reflecting a solid corporate structure supported by history and tradition. I spoke with Mr. Yoshirō Honma, the fifth president, who is working on new management reforms while inheriting the founder's aspirations. (Excerpt from ASAP 2010 No. 4) For more details, please contact us or refer to our catalog.

• others

Oosaki Medical Co., Ltd. is a leading company engaged in the manufacturing and sales of medical-related materials in Nagoya City. Since its founding in 1936, the company has faced the realities of healthcare with sincerity for over 70 years, pursuing product development that meets the needs of the times. By introducing the latest manufacturing and testing equipment, the products created under strict quality control have gained high reliability both domestically and internationally. Particularly in the field of obstetrics and gynecology, the company boasts the number one market share in Japan and has expanded its business into overseas markets such as China and Indonesia, receiving high praise from local medical institutions. In terms of improvement activities, the Gujo factory began its initiatives in November 2006, and since June 2009, activities have continued to include the new Iwakura factory. We spoke with President Oosaki, who has a unique perspective on the effective use of consulting. (Excerpt from ASAP 2010 No. 3) For more details, please contact us or refer to our catalog.

• others

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.

• others

This is a seminar by a popular consultant who is currently writing a serialized article in "Nikkei Monozukuri." Due to full capacity in October, another session has been scheduled for December!

• others

Under the rapidly changing business environment, Japanese manufacturing companies are facing global cost competition. Even companies with a glorious history are working on management innovation to ensure their survival, and the driving force behind this is the human resources that support management. This seminar will specifically explain how to promote management innovation in manufacturing companies that is currently required.

• others

"Developing human resources and organizations that turn the rapidly changing environment into a differentiation opportunity from other companies" At our company, we will hold a management innovation seminar leveraging our experience in supporting management reform for over 3,500 business locations both domestically and internationally over the past 32 years. We invite you to take this opportunity to participate in order to succeed in these confusing times.

• others

Our company will hold a management innovation seminar, leveraging our track record of supporting management reform for over 3,500 business establishments both domestically and internationally for 32 years. In order to succeed in these confusing times, we sincerely invite you to take this opportunity to participate.

• others

~The Path Forward for Domestic Manufacturing~ ■Now is the time for new actions! Regarding the seminar Our company will hold a management innovation seminar based on our experience of supporting management reform at over 3,500 business locations both domestically and internationally for 32 years. We sincerely invite you to participate in this opportunity to succeed in these confusing times. ◆What should be done to win in cost competition ◆Active people (Katsujin) transform companies ◆Strengthening on-site capabilities through human resource development ◆The results of activities reflect in numbers (P/L) ★We will present based on numerous case studies ⇒ "The system that transforms manufacturing to win in cost competition"

• others