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The method of vertical expansion is fundamentally either upstream or downstream. The criteria for upstream and downstream refer to moving towards manufacturing if transitioning from the current business model, or towards retail if transitioning from the current business model. Additionally, approaching the final end user is also a perspective to consider. Upstream expansion involves entering businesses that have manufacturing or construction functions. It does not necessarily require capital investment by the company itself; instead, it can involve outsourcing or subcontracting to have manufacturing or construction capabilities while executing projects based on the company's own plans. A representative company is Uniqlo. A common example of downstream expansion is when a lumber company undertakes new residential construction or renovations and transforms into a housing company (Tama Home). Downstream expansion is a method of entering fields that are closer to consumers. Next, horizontal expansion involves entering peripheral or niche fields. For example, a housing company or construction firm may enter the remodeling sector in a separate division, or a building materials sales company may engage in termite extermination or house cleaning, all of which are expansions into peripheral fields related to housing. The key points of horizontal expansion are entering fields where a gross profit margin can be obtained (compared to the current core business) and being able to leverage existing personnel from traditional businesses. It involves entering niche areas where there are few or no existing competitors and which have future potential.

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The bamboo grove method literally imitates the way bamboo grows as a thicket. It focuses on the current industry or sector one belongs to and considers related industries and surroundings. It also involves assessing whether there are promising business opportunities that can utilize existing human resources, technology, sales channels, buildings, and equipment. In other words, like a bamboo grove, it involves developing businesses that are related and branch out from a single root. This approach is low-risk and does not lead to significant failures. The points to keep in mind in this case are as follows: (1) Develop based on areas where strengths and expertise can be leveraged. (2) Determine if idle assets (land, equipment) and human resources can be utilized. (3) Assess whether the industry planned for entry is a growing sector or a niche area that large companies do not venture into. (4) If entering as a latecomer, investigate whether the leading competitors in the same industry are generating profits. (5) Consider whether there is potential for synergy with the main business. (6) Evaluate how far human resources and investment can be utilized. (7) Identify assets such as land, buildings, and employees from previous businesses that can be leveraged. Exploring the possibilities of upward, downward, and lateral expansion based on this bamboo grove method, centered around the current business, is fundamental for small and medium-sized enterprises in developing new business ventures.

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An era that demands strategy. One perspective on this is new business ventures. ■Common points of failure in new business ventures: (1) Operating in a completely unknown field, lacking knowledge and know-how. (2) Even if funds and materials are secured, there are no suitable personnel. (3) Insufficient understanding of the market and demand. (4) High risk and high return with significant investment amounts. (5) Unclear investment amount estimates. (6) Misjudgment of the timing for withdrawal. (7) Expansion into different industries based on the owner's president's unilateral decisions and personal interests. ■Success points from successful examples: (1) Related industries or business types to the current business. (2) Transitioning upstream (manufacturing) or downstream (retail). (3) Growth areas, networks, and timing that align with current trends. (4) Utilizing systems that allow for the incorporation of know-how (e.g., franchising). (5) Leveraging assets such as land, buildings, and employees from existing businesses. Relying solely on existing businesses that target the same products to the same customers makes it increasingly difficult to achieve appropriate profits. Therefore, one strategic perspective is new business ventures. When new businesses succeed, they can generate significant benefits for the company.

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Companies that have been established for over 10 years invariably possess unique technologies. It is because of these that they have been able to operate for a decade. The perspectives on unique technologies include: - Technologies for producing goods - Technologies for creating services - Specific technologies in individual fields - Core technologies There are two approaches to competition: "fighting to overcome weaknesses, which is a battle to bring negatives to a zero base," and "fighting to enhance strengths, which is a battle that can build on positives." Fundamentally, it is easier to achieve results by focusing on strengthening one's advantages. The key point in this approach is unique technology. - Unique technologies that are not found or cannot be replicated anywhere else - Unique technologies that exist in other companies but are outstanding or superior Identifying these unique technologies is one method of building strategy. Because unique technologies allow for services that differ from those of competitors, the greater the number of unique technologies, the more conditions can be created to win in competition.

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The revenue generated by staple products and flagship products supports the management foundation of a company. It serves as the source for developing new revenue-generating products and challenging new businesses, becoming the engine for the company's maintenance, continuity, and growth. However, the product life cycle is becoming shorter, and the proportion of staple products is decreasing, making it difficult to create new staple products. The image of staple products may suggest that they are supported without changes to their content, but most staple products undergo numerous improvements, expanding their fan base each time and growing into long-selling items. In other words, by refining existing staple products rather than just creating them, new fans can be acquired, allowing them to continue to exist as further staple products. What are your staple products? What are your flagship products? While developing new products is important, it is also essential to enhance existing staple and flagship products that are already strengths (or were) to make them even stronger.

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No matter how wonderful a product is, it means nothing if you don't win. There are many small and medium-sized enterprises that develop excellent technologies and products, but no matter how good the technology or product is, if they choose the wrong arena to compete in, they will only have their know-how stolen and be pushed aside. If you don't identify the arena where you can win, your approach to fighting will be problematic. A large creature like a whale can swim in the Pacific Ocean, but if a water strider ventures into the Pacific, it will be immediately swallowed by the waves. It is better to act confidently in a small puddle. Even in a muddy puddle, if there is no one else inside, you can win. This is the way to fight, and winning in an arena where you can win is the principle. From the perspective of market size, considering niche areas and gaps, the current size of the niche and gap market is changing to 3 billion yen. A certain major corporate group has set a standard for new business development that anything with annual sales of less than 3 billion yen will be withdrawn within three years, which conversely means that they will not enter markets with annual sales below 3 billion yen. Incidentally, Kobayashi Pharmaceutical, known for product development, is developing products that can win in a 1 billion yen market.

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The four policies refer to customer policy, product policy, pricing policy, and sales policy. Customer policy means first clarifying the meaning and definition of the customer as understood by the company. Customer policy determines product policy, unit price policy, and sales policy. For clothing, customers can be categorized into: - Young professionals - Middle-aged housewives - Moms' friend generation and so on. This categorization changes everything from product assortment, advertising strategy, services, store design, to distribution channels and sales methods. In other words, it depends on who you want to sell to. This will change the product, unit price, and sales methods entirely. Fast, delicious, and cheap. These are the keywords for standing soba shops in front of the station. Speed is the first priority, followed by taste in second place, and price in third. Standing to eat is for those in a hurry; people with time do not eat standing. Customers feel reassured that the prices cannot be high. In other words, choosing a restaurant is based on the value placed on being served food quickly. Bad food at a restaurant is out of the question. Customers will not come for fast and cheap if the food is bad. Even if it’s cheap, if it takes too long or is not delicious, customers in a hurry will not stop by. This is also a product, pricing, and sales policy based on customer policy.

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This is because there is no recognition that "companies are living entities." Being disjointed means not being unified. The basic flow in organizational management is (1) purpose (2) goals (3) policies (4) organization (5) plans (6) roles (7) schedules (8) implementation (9) results (10) distribution. When replaced with management measures, this becomes management philosophy, vision, management policy, and management. Recently, small and medium-sized enterprises have been creating philosophies, drafting management plans, revising wage systems, and introducing management systems, yet they still remain disjointed. This is because each management measure is constructed on a whim, resulting in a patchwork state full of mismatches. For example, if there is no correlation between the content of the plan and the content of the personnel evaluation, even if time and effort are invested, it will ultimately fail. "Rules and standards mean crossing when the light is green and stopping when it is red," and it is because these are followed that the traffic society functions. Small and medium-sized enterprises become disjointed because they either do not have established rules and standards for operating the company, or if they do exist, only a few people know them, or even if they are known, they are not followed.

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It is not that one cannot do something due to a lack of ability, but rather because they have never done it before, do not know how to do it, or have not made it a habit; it is simply a difference in learning ability. To raise the growth level of a group of individuals in small and medium-sized enterprises with inferior basic abilities, creating an environment for the corporate foundation is the quickest way. Until the company is established and customers and products are somewhat in place, the president's effort and rhythm can somehow make things work. They can bring together a small group of people with strong personalities and attitudes who cannot do the obvious. However, once the company reaches a stable period and begins to increase its employees, without a management foundation, it becomes difficult to demonstrate "the power of unity." At that point, the gifts brought by expansion in scale become only risks. In other words, creating a management foundation means addressing the weaknesses of small and medium-sized enterprises, such as inconsistent methods, a lack of know-how within the company leading to reliance on specific individuals, and the inability to sustain decisions. This means creating an environment where it is easier for many employees to do what is considered normal.

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Decisions made within a company are the first step in motivating people. To achieve this, it is essential to define the specifics clearly; otherwise, people will be confused. Specific decisions should be expressed through unique names, numerical values, and goals. Furthermore, it is necessary to share the understanding of these decisions. In other words, everyone in the department must have a common understanding of what decisions need to be made this month. To ensure these decisions are implemented, it is important to prevent them from being left unaddressed and to conduct detailed checks. There are two methods to achieve this. One is to systematize the process and create individuals responsible for implementation. However, systematization often lacks a clear methodology, and the people responsible are merely told what to do by the president. Frequently, the on-site managers do not lead by example, and there is a lack of management work to enforce compliance, with no reprimands for employees who do not adhere to the decisions. As a result, a culture develops in the company where it is easier not to do anything, as there are no consequences for inaction. Conversely, in companies that adhere to their decisions, individuals are reminded by their peers when they do not comply, fostering a culture of adherence. This allows management to focus on the next steps, leading to the growth of the company.

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Small and medium-sized enterprises (SMEs) are under pressure and must take immediate action on human resource development as they grow and experience internal distortions. The growth of SMEs is proportional to the speed of growth of their management, but not to the speed of growth of their employees. The traditional development pattern involves assigning department heads and, if they fail, providing education, but one must realize that this approach is already too late at that point. When aiming for company sizes of 500 million to 1 billion, 1 billion to 3 billion, 3 billion to 5 billion, and 5 billion to 10 billion yen, it is necessary to change the gears of organizational management. In terms of scaling a business, just as elementary school students have food and clothing suited to their lifestyle and physique, and middle school students have food and clothing suited to theirs, the same applies to companies. No matter how similar the food is, an elementary school student does not need the same quantity as a growing middle school student. Similarly, if a company does not implement measures appropriate to its scale, it cannot operate healthily, and cracks will begin to appear everywhere. At this stage, where significant changes in steering methods are required, gaps within the company frequently occur.

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This is because the value judgment criteria of the management are not instilled in the employees. It superficially resembles the separation of parents and children, but the parent-child relationship eventually evolves into mutually independent individuals. However, employees tend to be overly dependent on the president for too long. In a parent-child relationship, independence is fostered by teaching the adult standards of value judgment, behavior, and conduct. However, in small and medium-sized enterprises, there is a lack of ingenuity in transplanting the management's value judgment criteria to the employees. For example, when it comes to discussing management figures, many do not understand the meaning of the numbers and cannot utilize them. As a result, they distance themselves from the figures, and particularly in terms of cash flow, there are too many companies that are 100% dependent on the president. Because they do not know how to make judgments, they end up seeking the president's opinion. The ultimate decision-maker in the company is the management, and by having many employees understand the management's value judgment criteria, they will be able to make their own judgments. This will reduce their dependence on the president. It is not that employees in small and medium-sized enterprises lack ability and cannot do things; rather, it is simply that they have not done it before, which is why they cannot do it now. The abilities we ordinary people possess are not significantly different.

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It's not that they lack ability; they simply haven't experienced it before. The management style of small and medium-sized enterprises is that of a playing manager, where one engages in on-site work while also managing. To put it in terms of soccer, it's like someone who thinks about strategies such as player substitutions while kicking the ball on the field, but in reality, there are no playing managers in the world of soccer. Employees of small and medium-sized enterprises become managers once they are capable of doing on-site work. They are not selected for management roles from the start based on their potential. Moreover, there is no management curriculum in Japan's compulsory education. Consequently, if students serve as captains in club activities during their school years, they learn methods through experience, but only a very small number of people get to experience this. In other words, many department heads are thrust into management roles without prior preparation when they are told to take on management responsibilities. In large companies, employees receive various training as they are promoted to higher positions to prepare themselves. If we think of it in terms of a driver's license, they obtain a provisional license and then challenge themselves with management, but small and medium-sized enterprises do not have that luxury and experience management for the first time in a trial-and-error manner, which is why it is natural for things not to go well.

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Participation means thinking for oneself, making judgments, taking action, and accepting responsibility. It involves suffering, enjoyment, joy, and a sense of fulfillment from being needed. Small and medium-sized enterprises (SMEs) have basic hierarchies, including owners, executives, senior staff, mid-level employees, and general staff. Although each has different roles, the effort of all employees toward the same goal remains unchanged. A common issue in SMEs is that "the management's policies do not permeate thoroughly." This phenomenon occurs because there is no philosophy of employee participation. Recently, more companies have been creating management plans, but there are commonalities in the methods of those companies where policies are not well-communicated or enforced. In these cases, the owner creates the management policy, sets numerical targets, and then holds a presentation. While this approach is good for the owner in terms of summarizing policies and numbers, problems arise in the concretization of those plans. This is because the owner creates them alone, leading to the absence of "the functions of product strategies, tactics, and operations that embody the policies" within the company.

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It is the difference in the quality of basic employee behavior. Starting the same type of business in the same region at the same time means that the selection of products, the choice of location, and the timing are the same. Yet, differences in performance arise in company management. I have had several cases where I assisted companies A and B, which started in the same industry and region at the same time (though the timing was different). What I felt during that time were the characteristics of growing companies versus those that cannot grow. Employees of growing companies have developed the habit of taking notes without being prompted. In contrast, employees of companies that cannot grow seem to have good memories, yet they strangely lack the habit of taking notes. Additionally, there is a difference in awareness regarding decisions made within the company. Employees of growing companies have a sense of obligation to adhere to what has been decided, while employees of companies that cannot grow have a low awareness of these decisions and do not strive to adhere to them. It is not a matter of whether the chicken or the egg came first, but if asked whether they have been able to grow because they have grown or have grown because they are capable, the answer would be that they have grown because they are capable. This difference likely stems from the time, wisdom, and determination that management has devoted to raising the foundational level of the human collective within the company.

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This is because no one other than the president is considering cash flow. Cash flow refers to understanding the situation of incoming and outgoing funds in the future and quickly taking balancing measures. "Without sales, there is no business; without funds, there is no sustainability." This is a fundamental principle of management, and it must connect as naturally as breathing in and out. When this connection is lacking, managers suffer. A common trait of companies that struggle with this connection is the prevalence of specialists who are overly focused on their own areas of expertise. Specialists are those who have no interest beyond their own fields and pay no attention to other strategies necessary for running the company. They may be involved in sourcing materials, producing products, and selling them, but they only care about delivery and inspection, completely ignoring the subsequent collection of payments and payment for purchases. Such individuals will likely insist that when the company runs out of funds and cannot issue bonuses, despite their hard work and increased sales, they wonder why this is happening. The principle that management cannot exist without funds is fundamental, and the lack of awareness regarding financial matters is particularly troublesome.

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This is because wage reform is not viewed as a company-wide strategy. By only looking at the wage system aspect, the essential themes of management do not become visible. The theme that many managers are struggling with is the reform of the profit structure through the variable cost of labor. No matter how much the wage system is revised, if the funding does not increase, bonuses will not increase. To increase funding, performance must be examined; otherwise, it will not grow. To be satisfied with evaluations, it is difficult to accept evaluation criteria given by others. Therefore, employees should be allowed to create evaluation criteria based on this period's management policies and goals. For employees, wages are a theme where they are the protagonists. It does not go well because managers struggle alone.

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We would like to introduce the perspective of our Meister: "Why do wage reforms in small and medium-sized enterprises fail?" The issue arises because the wage theme is viewed solely from the aspect of wage systems, which obscures the essential themes of management. What many business owners struggle with is the "reform of the profit structure through the variable nature of labor costs," and for that, the following three points are crucial: 1. Building control techniques for labor costs, which make up the largest portion of fixed costs, 2. Thoroughly instilling the philosophy that there can be no distribution without productivity, 3. Focusing on four major points for variable cost transformation (building management techniques, reviewing personnel composition ratios, wage reform, and reassessing personnel treatment and employment types). In other words, the transformation of labor costs into variable costs cannot be solved by wage systems alone; a company-wide reform is necessary. Recently, many small and medium-sized enterprises have been implementing various management measures such as operational management of business plans, personnel evaluation systems, competency requirement documents, and performance evaluations. However, these efforts are often disjointed and resemble a mandala pattern, lacking a systematic approach, which leads to failure. The reality for many small and medium-sized enterprises is that "business plans are unrelated to personnel evaluation sheets" and "there is a weak connection between business plans and performance evaluations." *For more details, please download the PDF or contact us.

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We would like to introduce the perspective of our Meister: "Unique technology for creating weapons to fight." Simply providing existing products using existing methods in existing markets will inevitably lead to a decrease in sales, a decline in gross profit margins, and no profits. ● What would happen if Toyota no longer produced cars? ● What would happen if Nippon Steel no longer produced steel? In 2003, Fujifilm's President Komori instilled a strong sense of crisis in executives and shifted the focus towards nurturing new growth businesses. This marked the beginning of Fujifilm's two-year transformation of its business structure, referred to as "the greatest escape from the existing decline disease." *For more details, please download the PDF or contact us.

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We would like to introduce the perspective of our Meister: "Marketing Strategy Based on a Concept." The basic value refers to the foundation of brand value and pertains to the fundamental quality of a product. For watches, it means accurately keeping time; for food and beverages, it means being safe; and for automobiles, it refers to functions suitable for their intended use (such as speed, passenger capacity, and load capacity) and safety. First and foremost, the recognition of this basic value by users starts with it being perfectly embodied. However, if it ends with just this basic value, it becomes a commodity. *For more details, please download the PDF or contact us.

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Training 5,000 playing managers - Cumulative sales of 20,000 for the Playing Manager series book! Bestselling book on playing managers Free giveaway project

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Just as there is technology in manufacturing, there is also technology in management. Small and medium-sized enterprises, which are heavily influenced by external environments, cannot sustain themselves solely on the president's motivation and effort; they must build management technology. In other words, it is the management technology to create rules, standards, and systems that will help them break free from impulsive management and generate profits. This book proposes a management technology necessary to capture the realities of small and medium-sized enterprises during a low-growth period, and to successfully build a company that fits their own scale by "establishing the infrastructure of corporate foundations." It is a practical book that I hope many managers, executives, and leaders will read thoroughly.

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We would like to introduce our consulting theme, "Creating Our Rules BOOK." A key point in creating a comfortable workplace is the sharing of value judgments. Our Rules BOOK creation involves developing and implementing the necessary value judgment criteria for that comfortable workplace. 【Implementation Themes (Partial)】 ■ Explanation of our rule creation ■ Discussion and determination of the method for creating our rules ■ Explanation of the method for creating company overview ■ Explanation of the method for creating value judgment criteria for company management measures ■ Explanation of the method for creating basic policies regarding company operations ■ Explanation of the method for creating a workplace rule book *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme "Creating Video Manuals for On-Site Operations (Available in 105 Languages for Foreigners)." We build video manuals tailored to specific tasks, allowing individuals to learn the knowledge and skills necessary to aim for professionalism in their respective fields of work. The goal is to quickly understand the basics of work as a member and acquire the foundational skills needed to excel in frontline operations, as well as to gain the knowledge and skills required to become a professional. 【Implementation Themes (Partial)】 ■ Explanation of creating video manuals for on-site operations ■ Discussion and determination of methods for developing human resource training know-how ■ Explanation of methods for developing human resource training know-how ■ Establishing a system for creating human resource training know-how ■ Review of the created draft of human resource training know-how ■ Completion of human resource training know-how *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme "Creating Various Business Manuals." Business manuals are a convenient tool for establishing the fundamentals of operations. By standardizing operations through manuals, even employees with little experience can perform their tasks adequately. 【Implementation Themes (Partial)】 ■ Explanation of various business manuals ■ Discussion and determination of the purpose and goals of the manuals ■ Establishing a system for manual creation ■ Understanding the current work situation and analyzing improvements ■ Reviewing the draft of the created manual ■ Completion of the manual *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Creating Interdepartmental Coordination Functions to Secure Profits." We will establish the basic cycle of our work and define the roles and values of each department. Additionally, we will set points of collaboration between departments. By defining the roles and values of each department based on the basic work cycle, the scope of work for each department will become clear, creating an environment conducive to organizational management. 【Implementation Themes】 ■ Explanation of the basic work cycle ■ Discussion and decision on the basic work cycle ■ Examination and decision on the draft roles and values of each department ■ Discussion and decision on points of interdepartmental collaboration *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Creating the Necessary Functions for Organizational Management to Grow the Company." First, based on the current situation and future vision, we will examine the necessary functions (departments) required for overall management and develop the end functions of those departments. Next, we will consider the capabilities, experience, and availability of personnel needed to implement the necessary functions (departments) and end functions, and we will determine the appropriate measures. 【Implementation Themes】 ■ Explanation of the necessary functions for organizational management ■ Examination and determination of necessary functions company-wide ■ Discussion and determination of the foundational framework for end functions in each department ■ Examination and determination of end functions in each department ■ Consideration and determination of measures for developing end functions *For more details, please download the PDF or feel free to contact us.

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I would like to introduce our consulting theme "Report System Development." No matter how well a management system is built, the fundamental action that is absolutely essential for its smooth operation is reporting. To ensure that reporting operates smoothly across the entire organization and to maximize the effectiveness of management, we will develop a reporting system. 【Implementation Themes】 ■ Explanation of the reporting system ■ Examination of the reporting flow needed for your team ■ Organization of the reporting patterns necessary for your team ■ Consideration and decision on the reporting system ■ Explanation of the reporting system to the entire organization ■ Implementation of reporting training *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Sure Management System to Mobilize the Entire Team." Management is the framework of a company, and by introducing rules, systems, and structures into the organization, it serves as the key to controlling the movements of the organizational group. The management balance ratio will be kept below 60%, delegating management to the members, reducing workload, and establishing a sure management system that mobilizes the entire team. 【Implementation Themes (Partial)】 ■ Explanation of the Sure Management System ■ Survey of tasks that mobilize the team ■ Organization of the list of tasks that mobilize the team ■ Review and decision on the list of tasks that mobilize the team ■ Confirmation of the current employee responsibility balance based on the list of tasks that mobilize the team ■ Proposal for changes in responsibilities for tasks that mobilize the team *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "The Golden Rule System for Creating Team Performance." As a team, it is essential to monitor the differences in performance against goals every quarter and to consider and implement the performance determinants that will bridge those gaps. This is the key to building performance. To improve performance, it is crucial to thoroughly understand the five points: departmental policies, product strategies, tactics, combat, and environmental maintenance, and to systematize them in a way that suits your company. 【Implementation Themes】 ■ Formulation and operation of departmental policies ■ Formulation and operation of product strategies ■ Formulation and operation of tactics ■ Formulation and operation of combat ■ Formulation and operation of environmental maintenance *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Hierarchical Education Program." This is an education program based on the knowledge and skills necessary for management and operations at each level of small and medium-sized enterprises. The levels are divided into four categories: (1) for business owners, (2) for successors, (3) for executive management, and (4) for mid-level employees. 【Lineup】 ■ Education program for business owners ■ Education program for successors ■ Education program for executive management ■ Program series for mid-level employees *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Training for Developing Playing Managers." We propose a system of shared management where the work of moving the team is shared by all team members, allowing everyone to contribute to the team's progress. Following the golden rules for achieving results, we will establish a pattern for managing your team. 【Lineup】 ■ Seminar on the Work Techniques of Playing Managers (A group training style with participation from multiple companies) ■ Training for Developing Playing Managers (A training style conducted solely for one company) *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Junior Board System for Developing Future Executive Leaders." This program selects individuals who will become executive leaders and department heads in three years, equipping them with the sensibilities needed for a new era. The Junior Board System holds significance in considering medium- to long-term strategies, somewhat detached from the existing organization. 【Category Themes】 ■ Organizational Management ■ Human Resource Development ■ Profit Generation ■ Foresight and Manufacturing Capability ■ Dream Creation *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Basic Operations Literacy Improvement Program." In the 21st century, where there are no clear answers, it is necessary to raise and change the standard level of what is considered normal. Literacy refers to "21st-century reading, writing, and arithmetic." In this era without clear answers, there are new fundamental operations that need to be understood. This program is designed to address that. 【Category Themes】 ■ Understanding the perspectives necessary for the 21st century ■ Understanding management policies to be implemented in the company ■ Understanding basic operations ■ Understanding human resource development and team level improvement ■ Engaging with management thinking to elevate the perspective level of how things are viewed *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "OJT System for Skill Enhancement in On-Site Operations." The personalized thinking and methods that suggest "learn by personally stealing the way seniors do their work" cannot effectively elevate the skill level on-site. It is essential to create a list of tasks for the company, clarify the necessary skills for those tasks, and implement a company-specific OJT to improve the level of on-site work. 【Implementation Themes (Partial)】 ■ Explanation of the OJT system for skill enhancement ■ Investigation of the task list (skill map) ■ Organization of the task list (skill map) ■ Review and determination of the task list (skill map) ■ Inventory of current employees' capabilities based on the skill map ■ Planning of the OJT program *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Human Resource Development System Formulation." We will develop a manual for nurturing human resources that allows anyone to grow to a certain level, thereby training newcomers. If the teaching methods of those instructing are inconsistent, even with a set theme to be mastered within a certain period, the growth of newcomers cannot be expected. We will build a human resource development system from the perspective that anyone can grow to a certain level, regardless of who is teaching. 【Implementation Themes (Partial)】 ■ Explanation of the human resource development system ■ Formulation of tasks to be mastered by each department within a set period ■ Verification of consistency in tasks to be mastered across the entire company ■ Formulation of methods for mastering tasks within a set period ■ Establishment of a mentoring system ■ Completion of the newcomer training curriculum *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme "Signs of Deterioration in Company Performance and Defensive Measures." By analyzing past complaints and periods of performance decline, we will construct the symptoms and countermeasures related to signs of performance deterioration. By picking up issues related to signs of performance decline, we can promote the sharing of problems among all employees and enhance visibility, enabling early countermeasures. 【Implementation Themes】 ■ Explanation of bankruptcy trajectory ■ Improvement exercises for companies with actual performance decline ■ Considering signs of performance deterioration in our company ■ Examination and creation of defensive measures against signs of performance deterioration in our company ■ Explanation of signs of performance deterioration and defensive measures in our company *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Creating a Management Calendar that Enhances Learning Ability." By categorizing months into earning months, processing months, persevering months, preparation months, and motivation-boosting months, the company gains "clarity." All employees will create a management calendar summarizing the operational points for these 12 months. By creating our own management calendar, practical business improvements become possible. 【Implementation Themes】 ■ Explanation of the management calendar content ■ Creation of the management calendar ■ Improvement of routine work ■ Summary of the management calendar at the 6-month mark ■ Summary of the management calendar at the 12-month mark ■ Operation of the management calendar *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Basic Policy on Company Management to Understand Value Judgment Criteria." Value judgment criteria are the standards for thinking about necessary matters when working and the standards for making decisions when taking action, rooted in the management philosophy and vision. We will summarize the value judgment criteria for company management that must be cherished based on the significance of our company's existence and future developments. 【Implementation Themes】 ■ Analysis of the DNA that our company should inherit ■ Essence analysis of the management philosophy ■ Selection of types of basic policies regarding company management ■ Formulation of basic policies regarding company management ■ Study session for understanding the basic policies *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Establishing a Meeting System that Serves as the Core of Communication." We aim to review the current meeting system and build a framework that facilitates easier operations on the ground. We will define the necessary considerations for various meetings and discussions, as well as the content to be implemented on-site and reporting patterns. This will enhance communication skills for collaboration and coordination within and between departments, creating a more open and transparent company. 【Implementation Themes】 ■ Building communication pipelines within the company and departments ■ Understanding the methods for meetings, weekly meetings, and morning assemblies ■ Understanding pre-action steps for meetings, weekly meetings, and morning assemblies ■ Understanding post-action steps for meetings, weekly meetings, and morning assemblies *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Building and Practicing the Fundamental Actions that Move People and Teams." Understanding the fundamental actions in business will be conducted in a study group style. We provide know-how to help foreign workers understand as well. We will pattern the methods of fundamental actions that instill the company's unique values, aiming to enhance on-site capabilities. 【Implementation Themes】 ■ Understanding the fundamental actions necessary on-site (creating and understanding a common language) ■ Creating and operating company- and department-specific fundamental actions ■ Creating and operating fundamental actions for each site linked to the annual management plan ■ Promoting the establishment of fundamental actions *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Building and Operating a PDCA Cycle to Ensure Compliance with Decisions." We practice checking and controlling decisions on-site. We summarize the specific actions for performance measures and management plans as decisions regarding "who will do what by when and how," and we pattern the management methods that drive each site, as well as the PDCA (especially check & control) methods. 【Implementation Themes】 ■ Building and Operating a PDCA Cycle ■ Introduction and Operation of a System to Ensure Compliance with Decisions ■ Creating and Operating Management Patterns *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Building Product Strategies to Achieve Team Performance." On-site activities involve the acquisition and implementation of advanced performance review methods by each department. Performance review means looking ahead and creating a "product" to cover any shortfall against monthly targets. To achieve this, it is essential to clarify what each department and each employee needs to do; otherwise, performance creation will not be possible. 【Implementation Themes】 ■ Analysis of performance determining factors for each department ■ Development of a unique advanced management system for our company ■ Holding performance review meetings ■ Implementation of a compliance system for decisions made ■ Introduction of a management system to drive advanced management *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme, "Creating Departmental Plans to Implement the Management Plan on the Ground." To maximize the effectiveness of the management plan created by the management department, we involve all employees in creating departmental plans that focus on key areas every three months. We also establish a pattern for operating the created departmental plans with all employees, ensuring they are implemented on-site. 【Implementation Themes】 ■ Team management using departmental plans ■ Explanation of the departmental plan creation process ■ Creation of departmental plans ■ Review of the contents of the created departmental plans *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting theme "Creation of a Management Plan Involving All Employees (Management Department)." We will create a management plan, which is fundamental to company operations, by involving all employees. In the first stage, the management department will draft the plan by examining and deciding on the overall company policies, goals, and organization, with the involvement of managers, executives, and senior staff responsible for the management department. 【Implementation Themes】 ■ Analysis of the current company situation ■ Analysis of factors determining next year's performance ■ Formulation of next year's basic management policy ■ Planning of next year's key figures ■ Presentation of next year's organizational proposal ■ Understanding and explanation of management policies to executives *For more details, please download the PDF or feel free to contact us.

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