マイスター・コンサルタンツ List of Products and Services

We would like to introduce our consulting theme, "Building and Promoting Management Philosophy." The management philosophy is formulated primarily by the management and executives. We also establish a set of behavioral value judgment criteria to put this management philosophy into practice on the ground, ensuring it permeates throughout all employees. Together, all employees will build a management style based on the management philosophy. 【Implementation Themes】 ■ Formulation of Management Philosophy ■ Creation of Behavioral Standards for Management Philosophy ■ Methods for Practicing the Philosophy on the Ground ■ Formulation of Departmental Philosophy *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will examine the current rules, standards, and systems necessary for a company to operate as an organization, rather than just a sole proprietorship, and provide our proposals. For medium and small enterprises, there are golden rules for creating performance, which include five key points: departmental policies, product strategies, tactics, operations, and environmental improvements. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for creating performance on-site in small and medium enterprises *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and systems necessary for a company to operate as an organization, rather than as a sole proprietorship, and make proposals accordingly. In a mature society where work is becoming more complex, all employees working within an organization are required to perform two types of work: operational tasks on the ground and team management. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will confirm the current rules, standards, and operational status necessary for a company to function as an organization, rather than just a sole proprietorship, and provide our proposals. Managing an organization is not only about creating systems and frameworks but also about continuously instilling a common set of values to prevent the team from becoming stagnant. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Level Up (Human Resource Foundation Strength)." We will assess the necessary environment and systems for developing human resources, as well as practical methods for employee development, and propose the required systems. To make it easier to teach work, it is essential to break down the tasks. Breaking down work means understanding the types of tasks and clarifying the means and methods of task execution. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth. ■ A manual for developing human resources to a certain level within a specified period. ■ Showing the standards of work is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Resource Development (Human Capital Capability)." We will assess the current environment and systems necessary for nurturing human resources, as well as practical methods for employee development, and propose the necessary systems. We will develop a human resource development manual that enables anyone to grow to a certain level, focusing on the training of new employees. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth ■ A human resource development manual that nurtures individuals to a certain level within a specified period ■ Demonstrating work standards is the benchmark for education in the 21st century *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Level Up (Human Resource Foundation Strength)." We will assess the necessary environment and systems for developing human resources, as well as practical methods for employee development, and propose the required systems. The key points in nurturing human resources are the three strengths: the ability to grow, the ability to nurture, and the ability to foster. The ability to grow is related to the individual's issues, while the ability to nurture involves the support of the assigned supervisor and team members on-site. [Basic Concepts] - The foundation of human resource development is the three strengths. - A human resource development manual to cultivate individuals to a certain level within a specified period. - Showing work standards is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Building Systems to Support the Company (Management Foundation Strength)." We propose organizational management systems and operational methods that match your company's scale, industry characteristics, level, and constitution. The process of building a management foundation consists of five stages. We start with a comprehensive company diagnosis and proceed to solidify the foundation through the five stages of treatment. 【Methods for Building a Management Foundation】 ■1. Establishing the minimum necessary foundation for small and medium-sized enterprises ■2. Creating rules and standards necessary for organizational foundation management ■3. Developing human resources to operate the organization with rules, standards, and systems ■4. Creating products that will sow the seeds for the organization's future ■5. Deciding on the organization's approach to competition *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Building Systems to Support Companies (Management Foundation Strength)." The principle of group unity consists of seven elements: the first is the management philosophy, the second is the medium-term vision, the third is the structural formation strategy, the fourth is the policy, the fifth is the product strategy, the sixth is the tactics, and the seventh is the combat. Our company will propose an organizational management system and operational methods that suit your company's scale, industry characteristics, level, and constitution. [Basic Concepts] ■ What is a management foundation? ■ What are the specific systems of a management foundation? ■ How to build a management foundation in five stages. *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our consulting category "Building Systems to Support the Company (Management Foundation Power)." The management foundation refers to the "human resource foundation," "product foundation," "financial foundation," "management foundation," "customer foundation," "functional foundation," and "cultural foundation" necessary for a company to continue thriving. Our company will assess the systems and operational status of the management foundation required for your company to continue thriving, and we will propose organizational management systems and operational methods that align with your company's scale, industry characteristics, level, and constitution. [Basic Concepts] ■ What is a management foundation? ■ What are the specific systems of a management foundation? ■ Method for building a management foundation in five stages *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our approach to "consulting" that we implement at our company. In our service provision through corporate diagnosis and management cooperation, we conduct a "corporate diagnosis" that assesses the company from four essential perspectives for its operation, and we implement "management cooperation" that involves practical collaboration based on the plans submitted during the corporate diagnosis. Additionally, apart from providing consulting services, we also offer educational and training styles that involve building and implementing programs tailored specifically to your company. 【Corporate Diagnosis Analysis】 ■ Creating a support system for the company (Fundamental management capabilities) ■ Enhancing the foundational capabilities of personnel (Fundamental human resource capabilities) ■ Standardizing organizational operations that drive the company (Organizational work capabilities) ■ Developing strategies for company growth (Future breakthrough capabilities) *For more details, please download the PDF or feel free to contact us.

• Consulting companies

1. Inquiry Please fill out the necessary information in the inquiry form and submit it. 2. Meeting and Hearing - We will take time for a meeting at your company to discuss your consultation topics. - We will confirm the current status of your company, management issues, desired problem-solving images, future visions, etc. *Since our approach is hands-on, meetings at your company are the norm, but web meetings are also possible. 3. Proposal and Estimate - After the meeting, we will propose a plan to solve your company's issues. - The proposal will include the basic consulting implementation methods, contract duration, and cost estimates. 4. Conducting a Consulting Explanation Session within the Company - To promote the effectiveness of the consulting implementation, it is increasingly common to hold an explanation session before the consulting contract. - The consulting explanation session will take 60 minutes and will be conducted in person at your company (any number of participants is acceptable). 5. Contract and Start of Management Consulting - If you are satisfied with the proposal, we will proceed to contract signing. - After the contract is signed, we will promptly start the management consulting.

• Employee training
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Tactics are strategies for moving people and ensuring they are thoroughly understood and implemented. Tactics involve ways to move people, with the key points being management and HOW TO. The essence of management is to ensure that what has been decided is carried out as planned. HOW TO refers to know-how and the standardization of work. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to patternize what needs to be done. Without establishing patterns for what needs to be done, it becomes difficult to form habits. A typical management measure for patternizing what needs to be done is the management plan and performance review. Once goals are set, we consider how to implement them and create a plan. At the stage of thoroughly communicating the specific route, procedures, arrangements, and methods toward the goal, various issues arise, such as: - Not clearly understanding how to do it - Having never done it before, etc. Thorough communication includes properly teaching how to do things. The problem with operations in small and medium-sized enterprises is standardization. Simply put, it is about not creating a divide between those who can do things and those who cannot. Companies or departments that do not achieve results tend to only create plans and face challenges without training, leading to a higher probability of failure. Taking this into account, we clarify roles and responsibilities in the 5W2H format: who will do what, by when, and how.

• Employee training
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A product strategy is a measure to bridge the gap or difference against a goal. A product refers to the materials for business, and a product strategy is a measure to address the gap or difference needed to achieve a goal. In cases where numerical targets are involved, such as in sales or manufacturing departments, it becomes a measure for the difference, while in qualitative targets, such as in management or operational departments, it is a strategy to create measures for the gap. For example, if last year's sales were 800 million and this year we want to reach 900 million. Identifying the shortfall of 100 million is the product. The ways to cover this can include: - Covering it with sales - Covering it with gross profit - Covering it by reducing costs - Covering it through turnover, among various other methods. Companies that use the term "product" have a mindset aimed at bridging gaps or differences. Generally, the concept of performance varies by company. Some companies consider performance based on sales revenue, while others may consider operating profit. Our company's management department must determine what constitutes performance for each department. For instance, the performance of the management department may be aligning financial accounts with ordinary income and expenditure, while the sales department may align accounts with gross profit, among various performance metrics. In any case, how to create the materials for business is the strategy for the product.

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The policy is the most important hub in management operations. The policy is like a railway. To reach a destination as intended, taking a train is more likely than driving a car. This is because the train has tracks. Even if you are careful, a car can get hit, and in traffic jams, you cannot reach your destination as planned. The company's policy is to lay down tracks so that all employees can fight with a clear direction throughout the year without confusion. This is embodied in the management plan. This policy is invisible. Therefore, it must be nurtured as if it were a living thing, carefully watered and exposed to sunlight, or it will quickly wither. A policy truly becomes a "policy" when it takes root and is infused with life. Infusing it with life means continually communicating this to employees and ensuring it permeates the organization. A plan with a policy brings joy and fosters growth, making its creation the most important task for a manager. The positioning of the policy is the fourth principle of unity. 〇 Direction for the future 〇 The hub for this year's performance creation. Without a policy, there would be no function to connect the future with the current fiscal year. This would leave employees confused. In terms of management operations, it is crucial and forms the backbone.

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■What is a Management Plan? A management plan is an essential tool for a company to systematically and strategically promote its management in order to achieve its objectives and goals more easily. There are two key perspectives to consider in the management foundation. One is the management elements, which include people, materials, money, and management. The other is the management functions, which consist of the functions of the management department, sales department, manufacturing department, and general affairs and accounting department. The management plan outlines the direction and approach for how to operate these management elements and functions over the course of the year. ■Positioning of Policies in Management The positioning of policies in management ranks fourth according to the following principles that guide an organization in the same direction: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policy 〇 Product Strategy 〇 Tactics 〇 Combat However, it serves as the pivot between: 〇 The future (from philosophy to structural formation strategy) 〇 This year (from product strategy to combat). In other words, without policies, there would be no function to connect the future with the current fiscal year, leading to confusion for the company and its employees. Therefore, it is of utmost importance in management operations.

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The structural formation strategy is to discover the optimal place for one's own company. The optimal place refers to the scale and method that are the easiest to operate and most likely to generate profit. It is time to reconsider the conventional norms that have been taken for granted in order for the company to continue to thrive. If we do not review the unconscious habits that affect our management, discover the optimal place, and build a strategy for structural formation, we will end up losing in competition with other companies due to differences in management techniques. For example, in an era where management is becoming more about reduction, blindly aiming for sales expansion could lead to a loss of the company's value. It is essential to take a fresh look at management practices with an "all-no" approach. Humans are creatures of habit, and we can become unaware of the issues related to actions we perform unconsciously. This management structure formation strategy consists of five components: - Human and organizational strategy - Material strategy - Management technology strategy - Financial strategy - Risk response strategy The structural formation strategy is about exploring the optimal place for our company, the scale and methods of management that are easiest to operate. It involves finding the optimal place that aligns with: - The personality of the manager - The company's characteristics - The specific industry Therefore, it is important to reassess management practices with an all-no approach.

• Employee training
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The management philosophy is the source that unifies a disparate group. Even if a family does not have a family motto, the same DNA flows through them, making it easier for the family to be cohesive. However, a company lacks this DNA, and it must be deliberately created afterward. This DNA defines the way of thinking and behavior required to work in the same company. The management philosophy acts as the roots of a tree; if they are not solid, the tree will not grow. Even if the tree has a large trunk and leaves, it will fall if the roots begin to rot. In other words, even if the management philosophy is admirable, if the actual management is done haphazardly, the visible results will not improve. It is essential to have a correct management philosophy, along with a concrete vision, policies, product strategies, tactics, and actions that are adapted to the environment. The management philosophy is the purpose of the company's existence and represents the goals and vision we aim for. To practice this goal in our daily lives, we express our everyday way of thinking and behavior in specific terms, which become the standards for action. Each individual, while engaging in their respective work, must maintain a sense of awareness and improvement, questioning whether what they are doing is truly right, and must practice in accordance with the way of thinking, attitude, and behavior outlined in the standards for action.

• Employee training
• E-learning

■Seven Elements of the Principle of Group Unity The characteristic of an organization is that people with similar values gather, but in a company, people with different values, backgrounds, ages, and genders come together. Therefore, in order to achieve unity, a clear intention must be devised; otherwise, the organization will not function. This is the principle of group unity. Gathering people with differing values creates a "human zoo," which is typical of small and medium-sized enterprises. Thus, it is better to consider company management with the premise that if nothing is done, things will not run smoothly. This principle of group unity consists of seven elements: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policies 〇 Product Strategy 〇 Tactics 〇 Combat. By properly establishing these seven elements, the organization can act without hesitation and transform into a group that understands the criteria for value judgment in thinking and actions. To unify an organization means that if the group is told to go right, everyone goes right, eliminating confusion within the organization. This removal of confusion is crucial for the organization. The group will grow to the point where they can understand the current policy without the president having to repeatedly state it. As a result, effort can be shifted to different areas, and the standard level of the organization will rise.

• Employee training
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Items and Flow of Creating a Business Plan ■Basic Items for Creating a Business Plan The basic items for creating a business plan are as follows: 〇Management Philosophy 〇Long-term Vision 〇Mid-term Management Strategy 〇Reflection on the Previous Term 〇Factors Determining Current Term Performance 〇Basic Management Policy 〇Management Organizational Chart 〇Basic Management Figures 〇Department Slogans and Specific Action Plans 〇Key Customer Strategies 〇Annual Education Plan 〇Annual Event Plan 〇Key Basic Actions for the Current Term 〇Current Term Personnel Evaluation Items. ■Flow of Creation The creation will be divided between the management department and each department. ◇Management Department Responsibility The items created by the management and executives are from (Management Philosophy to Basic Management Figures). ◇Each Department Responsibility All employees will be responsible for creating items such as (Department Slogans and Specific Action Plans, Key Basic Actions for the Current Term, and Current Term Personnel Evaluation Items). ◇Relevant Department Responsibility Key Customer Strategies, Annual Education Plans, and Annual Event Plans will be handled by the relevant departments. In other words, it is important to ensure that everyone understands the company's direction, goals, and policies for the year, and to present their department's goals, policies, and specific plans. This encourages each employee to think about their goals, roles, and tasks. This process enhances participation awareness and improves the on-site capabilities of each employee. Participating in the creation of a compass reduces the chances of getting lost in work.

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Seven Important Perspectives in a Business Plan There are seven key points that are most important in a business plan. 〇 Clearly define the company's purpose and goals 〇 Develop strategies and tactics to achieve target figures (sales, gross profit, operating profit, ordinary profit) 〇 Create specific plans for product promotion, ensure thorough communication, and clarify role distribution 〇 Participation of all based on open management is fundamental 〇 Establish mechanisms for confirming results (overall and individual) and making course corrections 〇 Focus on practical content that is used in daily operations 〇 Clarify the rules for distribution upon achieving management policy goals Some business owners may doubt whether creating a business plan will lead to immediate profits. The conclusion is that they do not make profitable plans, which is why they do not profit. Most companies inevitably have a gap in relation to their goals. Without the materials to bridge that gap, it is natural that they cannot achieve their goals. Understanding this difference will lead to the creation of a profitable business plan. A business plan is not the purpose or goal of management itself, but merely a means to achieve them; however, it is absolutely essential for creating a management style that can generate profits. In other words, a president who does not create a business plan is not fulfilling their role as a manager.

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The business plan should not be created and operated solely by the manager. This business plan is not something that the manager creates alone. Because the manager creates it alone, the policies do not permeate. The manager formulates the policies and product strategies, the executives devise tactics and ensure thorough communication, and the employees and partners implement their roles in the field, which allows the organization to demonstrate its strength as a unified body. In other words, participation from everyone based on open management is fundamental. This hierarchical creation process becomes the most effective practical education, allowing employees to recognize their own value and roles. Furthermore, this leads to an increase in the willingness to participate in management and contributes to the improvement of the qualities of the employee base. There are companies that create a plan and hold a presentation, but the plan remains dormant in a drawer for a year until the next presentation. If it is a plan for the manager, that is acceptable, but if it is a plan that should be utilized by all employees, it is meaningless. If this cycle continues, employees will become complacent. They might think, "For now, this is just a yearly ritual, so let's just endure the presentation time." As a result, it becomes a group that does not use its intelligence. Therefore, the plan must be created in such a way that it has to be utilized on-site every month.

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Combat is making sure that predetermined tasks are carried out as decided. As a practical measure for performance improvement, specific tasks to be accomplished over the course of a month are determined. Accordingly, everyone carries out their roles based on this division of responsibilities, and executing the decisions as agreed upon is a crucial function of combat. Combat is about practical ability. To achieve goals, it involves creating mechanisms that compel daily work to be done and implementing methods to ensure tasks are completed. Ensuring that predetermined content is executed as agreed upon is what combat entails, along with the practical implementation of daily operations and specific strategies based on role division. It is the effort of all employees, including team leaders, to put this into practice. Companies with good performance have a high awareness of adhering to agreements. Because of this high awareness, less effort is needed to enforce compliance, allowing focus on other areas, which in turn makes it easier to improve performance. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to standardize what needs to be done. Without establishing patterns for tasks, habits cannot be formed. A characteristic of teams without combat is that they may be called to action, but do not respond. Ultimately, management is a contest of practical execution. Teams that cannot perform predetermined tasks as agreed upon will not receive rewards for their performance.

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■What is a Management Plan? A management plan is an essential tool for a company to systematically and strategically promote management in a planned manner, making it easier to achieve its objectives and desired outcomes. There are two key perspectives to consider in the management foundation. One is the management elements, which include people, materials, money, and management. The other is the management functions, which consist of the functions of the management department, sales department, manufacturing department, and general affairs and accounting department. The management plan outlines how to direct these management elements and functions over the course of the year. ■Positioning of Policies in Management The positioning of policies in management ranks fourth in the following principles that guide an organization in the same direction: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policy 〇 Product Strategy 〇 Tactics 〇 Combat However, it serves as the pivot point between: 〇 The future (from philosophy to structural formation strategy) 〇 This year (from product strategy to combat). In other words, without policies, there would be no function to connect the future with the current fiscal year, leading the company and its employees to confusion; thus, it is of utmost importance in management operations.

• Employee training
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■Just as there is technology in manufacturing, there is also technology in management. Small and medium-sized enterprises, which are directly affected by external environmental influences, must build management skills; relying solely on the president's motivation and effort will not suffice. It is essential to break free from ad-hoc management and create rules, standards, and systems to generate profits, which is the essence of management technology. The motivations for becoming a manager vary from person to person. However, the fact remains that they are currently managers. A manager is the person responsible for operating an organization that has its own unique purposes and goals through economic activities, having chosen a specific industry or region. ■The Technology of Management When considering the work of a manager, it is not enough to have only the skills to sell products or to manufacture them. What is needed in addition to these is management technology. We, as small and medium-sized enterprises, have persevered by sweating from our bodies, squeezing wisdom from our brains, and pouring out passion from our souls, believing in a prosperous tomorrow, chasing our dreams, and growing. The royal road of management is to continue to thrive, with both good times and bad. The difference in management technology possessed by a company determines how long it can maintain good conditions and how quickly it can detect and escape from deteriorating situations.

• Employee training
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The mid-term vision plays a role in breathing life into the company's future. Breathing life into the company's future means instilling dreams within the company, where the president, executives, and management create a vision, communicate it to employees, and implement it together. It is important to clarify how we want to shape our company or store. In response to changes in the external environment and the realities of internal resources three, five, or ten years from now: - What kind of company do we want to create? - What kind of business do we want to pursue? - What functions do we want to have? As a result, we will build the scale-related elements such as sales figures and the number of employees. A vision is a dream and a will; it is something to be created. It reflects what the company aspires to be based on the entrepreneur's corporate philosophy and management principles. - For the president, what kind of company does he want to create? - For the employees, what kind of company do they want to work for? Certainly, since it spans a long term, the desires become stronger. However, those desires are based on the entrepreneur's corporate philosophy and management principles, as well as the employees' work and life perspectives. They are not mere wishes; that is why they hold significance.

• Employee training
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There is a problem with "rule and standard creation." In company operations, there are "activities" and "management." Activities involve breaking new ground, while management involves controlling the harvest. Activities take priority, but if there is too much focus on activities without proper management, it can lead to wasting the fruits that could have been harvested. The foundation of effective management is "rule and standard creation." When the number of employees reaches around 20, managers tend to want to create an organizational chart. I understand that feeling. However, there are issues with how organizational charts are created. Many companies assign positions to "people." This is a mindset similar to that of a shogi player. As a result, the organization does not function properly. The goal is not to assign positions. First, it is essential to consider what functions are currently needed by the company. If those functions are unclear, simply assigning people will not lead to functionality. Even if there is an organizational chart, the responsibilities and scope of work for those in positions become unclear. An organizational structure where nothing flows without going through the president is a typical example of this. Many companies struggle because they have just created an organizational chart.

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Another problem often seen in many companies is that they are not able to perform "basic actions." When you wake up in the morning, you should greet others with "Good morning," and when things are messy, you should clean up. These are the basic actions that are expected of an organizational member. If you cannot perform these basic actions naturally, like breathing in and out, you cannot become a member of the organization. What is particularly lacking is the ability to report, communicate, consult, and give instructions or orders. The inability to give instructions or orders is serious; not being able to perform the basic actions that move people leads to confusion in the workplace. Additionally, they are not able to adhere to established rules. Not following them has become a habit in itself. If there is no habit of properly doing what has been decided, any attempt to do something new will be in vain.

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Small and medium-sized enterprise owners cannot delegate work to their employees. Organizational management is about using people to improve performance. In other words, it is about effectively mobilizing subordinates to achieve results. However, for a president who has managed each department alone until now, there is significant resistance and concern about completely entrusting departments and tasks to others. If one wishes to grow the company in a healthy way, they must change their approach to steering the company. It is necessary to shift to an organizational management style that delegates authority. However, I want to clarify that I am not saying that delegating is always the right thing to do. A president who feels they must do everything themselves is fine with that. They just don't have to grow the company. This is also one way for a company to exist.

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I wonder how many business leaders I have heard say, 'When I turn 60, I will retire and do what I want to do.' However, the reality is often not so simple. This may be the fate of those chosen as business leaders. One president experienced rapid growth after 40 years of founding the company, at the age of 65. After graduating from junior high school, he moved to Tokyo from the Shikoku region and entered an apprenticeship. He learned the job and became independent with his wife. Business does not only thrive during good times; there were periods when performance was poor and bonuses could not be issued, and employees encouraged him by saying, 'Let's make this a profitable company.' When bonuses could not be issued, he consulted with the president and began helping to build the company's foundation. Most of the executives had only completed junior high school. However, they were honest and hardworking individuals. Everyone struggled with the unfamiliar task of building a management foundation while taking on challenges. It took 40 years to establish the company, but after the foundation began to take shape, it experienced rapid growth. Through the president's perseverance, conviction, and foresight, the company has now grown into an indispensable leading company in the environmental sector for the region. That president shares his dreams with his employees. He speaks about it with genuine joy. I truly believe it is wonderful that he is growing in the twilight of his business career.

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Koike believes that the golden age for business leaders is a 15-year period from ages 55 to 70. During this time, they can fully utilize their knowledge, judgment, and action skills in the seven essential areas of management (dream, people, products, customers, profits, funding, and health) after gaining various experiences. Business leaders in their 30s, 40s, and 50s should aim to build companies that match their own capabilities, while those in their 60s should enjoy their golden age as leaders. Furthermore, business leaders in their 70s and beyond should truly conclude their entrepreneurial lives in a commendable manner.

• Employee training
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An organization is a group of individuals who share the same mindset, aiming to share goals, devise strategies for implementation, and act according to individual roles based on rules and standards. Most organizations are cohesive because they are composed of people with similar values. However, small and medium-sized enterprises (SMEs) are an exception. SMEs can be likened to a "human zoo." While people happen to work in the same workplace, their values may differ significantly, their goals may be scattered, and they may be uncertain about the direction they should take. It is a collection of various individuals, resembling a human zoo. SMEs are characterized by a lack of people, resources, money, and management—essentially a state of deprivation. Furthermore, they operate under a system where individuals often take on multiple roles, which prevents a deep exploration of the organization's functions, leading to daily struggles. The structural balance of the organization is disrupted, making it difficult to accomplish even the most basic tasks. Although they are working hard, the way they are exerting effort is misaligned, resulting in outcomes that do not meet expectations. The foundation of SMEs is thus fragile. Due to this weak foundation, SMEs operate with chronic issues, managing the company while grappling with various ailments.

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Always positive, with high creativity and proposal skills. Constantly thinking about the next steps by utilizing what is currently available and what is currently being done. The basic nature is frugal. However, this frugality means being unwilling to engage in activities that do not align with one’s values. They will invest 100 million yen in equipment but will fiercely reprimand employees for not justifying a 500 yen transportation expense. Employees often do not understand the reprimand. This is a common occurrence. While the company’s finances are tightly controlled, the household finances are often left to the wife. Many business owners cite their family and employees as their most important assets. Finally, the more a business owner is growing, the more straightforward they tend to be. They have a good understanding of their position. Business owners are often lonely. However, "loneliness" is different from "the naked king." In a company, there are almost no people who will offer opinions to the owner. The way a business owner behaves to gather information is to never say, "I have heard that, seen that, or know that." They know that saying so will prevent information from being shared. Because they have the ability to listen openly to others' explanations, information naturally gathers around them.

• Employee training
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■Managers Seek Speed They always have a sense of crisis. They feel uneasy if they are not doing something, and their thought process constantly involves identifying current issues, grappling with them, and thinking of solutions. This is why managers are often impatient and demand speed. If an employee says they will complete something in a week, they will insist it be done in three days, and they will immediately ask for updates the next day. Managers think about the company 365 days a year, 24 hours a day, and without this level of commitment, decisions do not progress. ■Managers Are Considerate People Managers are considerate individuals. If the total amount of numbers is even slightly off, they become furious; if a calendar or picture frame is crooked, they cannot rest until it is fixed; and when dining out, they pay attention to every detail of how to eat, drink, and behave. This is a result of developing correct habits. It is not just about being a good employee, but about cultivating a way of being as a sensible person. This is why they can be quite particular. This aspect also reflects the strength of a manager's responsibility. Additionally, if an employee's family has a celebration, they will quietly offer congratulations, and if there is a misfortune, they will always encourage the employee. They are considerate to ensure that employees can work comfortably.

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■Business leaders value perseverance and the basics They are persistently vocal. Whenever they see their employees, they repeatedly discuss fundamental matters. - Keep promises to customers - Greet properly - Do not cause trouble for others - Keep time, and the list goes on. They constantly consider the balance of being a reasonable person, which makes them particular about etiquette and morals, and they absolutely hate being lied to or promises being broken. ■Business leaders are people who judge black and white Small and medium-sized enterprise leaders have developed their own coping mechanisms. They do not view struggles as struggles, train themselves to not show it, learn ways to alleviate feelings of loneliness, and have ingrained the ability to accept both good and bad. Business leaders are those who make black-and-white judgments. However, there are also gray areas where it is better not to make a judgment or where judgment cannot be made. Various things happen. Even if they understand intellectually, there are many things they do not want to accept emotionally. At such times, they may resort to drinking to vent. If they always rely on alcohol, it will harm their health. Therefore, they learn to navigate life naturally.

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■Small and Medium-Sized Enterprise (SME) Managers are Tough SME presidents are curious, energetic, tough, and surprisingly youthful for their age. They arrive early in the morning and take the initiative to handle unpleasant tasks themselves. It is quite common for the president to be the one who opens and closes the company. They come in early, start with cleaning, read the newspaper thoroughly, and then get to work. After that, they welcome their employees. In the evening, they wait for the employees to return, have them report on the day's activities, and finally lock up before going home. Truly, managers work hard. ■Small and Medium-Sized Enterprise (SME) Managers are Compassionate It is difficult to manage a group of self-centered individuals without compassion. Recently, successor managers have become highly educated. When they view SMEs through the lens of their own cultivated values, the differences in perception can be overwhelming, leaving everyone confused. However, after being an SME manager for 5 or 10 years, one cannot help but become more compassionate. 〇Even if they understand, they sometimes let themselves be deceived on purpose. 〇They want to give warnings, but if they do, employees might quit. 〇Sometimes they take on the burden of debts. 〇When an employee has a child, they share in the joy and tears as if it were their own child, showing high empathy. Things that would be unthinkable in large corporations happen daily. Therefore, on the flip side, the sense of unity centered around the president becomes stronger.

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Can't you even do this? Don't you understand such things? How many times have small business owners felt like they were biting into a bitter bug? It takes time to bridge the gap between 'gut feeling' and 'common sense' in both mind and heart. Gut feeling refers to events in the field, while common sense is the value system shaped by the environment one grew up in. This difference troubles business owners. Many company presidents would say their natural personality is suited for a No. 2 position. However, whether they became founders by choice, became business owners out of necessity, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small businesses are often disorganized entities lacking people, goods, money, and management. Yet, because they have to bring together such organizations, small business presidents become a 'common breed.' If they manage small businesses with the aforementioned characteristics for 20 or 30 years, they inevitably become a common type of small business owner.

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A certain company president, although young, desperately endured shame and tackled challenges head-on to avoid bankruptcy. He was short of 10 million yen needed for settlement funds. He sought help from government-affiliated financial institutions, but due to the lending freeze at that time, they completely ignored him. As thoughts of bankruptcy loomed for tomorrow, he suddenly came up with the idea of contacting a local elected representative with whom he had no prior acquaintance. He quickly reached out, met with the secretary, explained his dire situation and the current lending freeze, gained their understanding, and somehow managed to escape the crisis. Another company president underwent civil rehabilitation. Once under the civil rehabilitation law, borrowing from financial institutions becomes impossible. He was forced into a very tough management method where he had to operate solely with cash. The president not only threw away his shame and reputation but completely changed his personality. He became a demon who would take any job, no matter how small the connection. Six years later, he received a call from this president, who tearfully shared the joy of having the court recognize the completion of his civil rehabilitation process. I want them to feel proud of running their businesses independently, even if small, and to participate in it (thinking, acting, and taking responsibility). I strongly hope they can convey the greatness of their company to their employees and families.

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How many years has your company been established? According to the Small and Medium Enterprise White Paper, the survival rates of companies over ten years are as follows: the survival rate after one year (newborn) is about 72%. The survival rate after three years (kindergarten) is about 50%. The survival rate after five years (preschool) is about 40%. The survival rate after ten years (fourth grade) is about 26%. In other words, the probability of surviving for ten years is only 30%, which highlights the difficulty of survival compared to human survival rates. Looking at the trend of bankruptcies at economic turning points: - COVID-19 (2020): 7,773 cases. - Normal period (2019): 8,631 cases. - Great Earthquake (2011): 12,707 cases. - Lehman Brothers (2009): 13,306 cases. - Bubble (1987): 12,655 cases. The factors leading to bankruptcy vary with environmental changes, but bankruptcies occur in every era, regardless of whether the economy is good or bad.

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■ A company is a human zoo, designed to collapse. The characteristics of various organizations, such as sports and hobbies, are fundamentally similar in that they gather people with similar values. For example, if friends from a recreational baseball team discuss going camping, the conversation quickly comes together. However, a corporate organization is characterized by the gathering of people with differing values, backgrounds, ages, and genders. Therefore, unless there is an intention to unify the organization, it will not function as a cohesive entity. In other words, if left unattended, a company is inevitably designed to collapse. ■ A company will not run smoothly if nothing is done. People with different backgrounds and differing values regarding likes and dislikes happen to live in the same area and come together to form an organization under conditions where they can compromise on treatment. This is the case for many small and medium-sized enterprises. While a group of animals in a zoo lives based on natural coexistence, when humans become like a zoo, they forget their own productivity and complain about low evaluations, or say they don't get along with certain individuals, or act freely despite company policies being presented. Many companies are in a state of neglect. In other words, it is more effective to consider company management methods based on the premise that a company will not run smoothly if nothing is done.

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In this document, we introduce a consulting plan aimed at surpassing an annual sales of 3 billion yen and a workforce of 100 employees. We explain the characteristics and realities of companies with an annual sales of 3 billion yen and 100 employees, as well as the key points for overcoming challenges. Additionally, we provide an overview of organizational diagnostics and a schedule for organizational diagnostics from case study companies that have surpassed an annual sales of 3 billion yen and a workforce of 100 employees. [Contents (partial)] ■ Introduction ■ Foreword ■ Characteristics and issues of companies with sales between 3 to 5 billion yen and 100 to 200 employees ■ The essence of surpassing an annual sales of 3 billion yen and a workforce of over 100 employees ■ Three-state principle, scale, and four forces *For more details, please refer to the PDF document or feel free to contact us.

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Our company is conducting a "Management Tool Giveaway Series" themed around "a system to enforce decisions." In this series, we explain the specific methods regarding why small and medium-sized enterprises struggle to implement decisions as intended. This is recommended for companies that hold meetings but fail to create concrete decisions or cannot effectively operate the PDCA cycle. 【Features and Effects】 ■ Everyone in the department can share a common understanding of the decisions that need to be made this month. ■ Rather than just the manager operating the PDCA cycle, all members will be able to drive the team forward. ■ As the awareness of adhering to decisions strengthens, performance will improve. *For more details, please refer to the PDF materials or feel free to contact us.

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Our company offers a prescription and know-how for small and medium-sized enterprises that have been tested to continue thriving, through the "Management Tool Gift Series." In this series, we introduce a human resource development manual system that includes methods to standardize the teaching of company philosophies and work methods, enabling anyone to grow to a certain level. We explain how to cultivate human resources through the company's systems without relying on individuals. 【Features and Benefits】 ■ Systematically advance from employee recruitment to onboarding, development, and strengthening ■ Practical content that allows for human resource development in daily employee operations ■ Strengthen the company's constitution by developing talent internally ■ Standardization of training for managerial staff who teach work ■ Enable development to a certain level within a specified period *For more details, please refer to the PDF document or feel free to contact us.

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Our company offers a prescription and know-how for small and medium-sized enterprises that have been tested to continue thriving, through the "Management Tool Gift Series." In this series, we will provide a collection of management plan systems free of charge to those who request it. As a management consultant specializing in small and medium-sized enterprises, our company presents clear examples of growth companies in this sector, backed by numerous real-life cases. 【Features and Effects】 ■ A method for creating a plan that involves all participants—managers, executives, and employees—based on open management, leading to joy and consensus. ■ Content focused on product strategies to achieve target figures, clarifying strategies and tactics. ■ A mechanism for confirming the quality of tasks to be done and making course corrections. ■ A practical book focused on content that is used in daily operations. *For more details, please refer to the PDF materials or feel free to contact us.

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We would like to introduce our company's in-house training program, "Manager Training Program," which is held exclusively by our company. <web training style version> This program is designed for manager-level training to create ways to mobilize the team, understand those methods, and drive the field. The intended effects include acquiring strategies for planning to bridge the gap between the overall team goals and forecasts for manager-level personnel. 【Intended Effects】 ■ Acquisition of methods for formulating departmental policies at the manager level and communicating them to team members ■ Acquisition of methods for all employees to plan performance management measures on an individual basis ■ Implementation of a system to adhere to decisions for executing departmental policies and performance management measures in the current month ■ Development of team management patterns to mobilize the team with all employees *For more details, please refer to the PDF document or feel free to contact us.

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