プライムコンサルタント List of Products and Services

We would like to introduce a case where Company S, which has been solely engaged in newspaper sales and flyer advertising agency, has been working on sales target management and process improvement, achieving results. At Company S, until now, employees responsible for each area have taken on the tasks of solicitation, delivery, and collection alone, operating under a competitive individual sales system. They have enjoyed the benefits of regional monopoly and had some leeway in management, but in recent years, sales of both newspapers and flyers have declined. To break through the current situation, the company thoroughly re-evaluated what "value provided to customers" means and what the company's mission is, fundamentally revising the way sales department goals are created. A select few outstanding area representatives were chosen to pilot new sales activities, and results have begun to emerge. [Case Overview (Partial)] ■ Background and Issues: Sales of both newspapers and flyers had declined. ■ Consulting Content: - Product and utility analysis - Customer needs and countermeasure analysis - Changed to a step-by-step approach *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case study of Company T, which operates in the machinery manufacturing industry, regarding the transition from a "functional qualification system" to a "role grading system." Challenges faced by the company: - The personnel system itself is complex and difficult to understand. - The operation is cumbersome. - The expected effects, such as increased employee motivation and improved company performance, are not being realized. In response, the company transitioned to a "role grading system" centered on work and the associated accountability for results, and introduced "evaluation categories and criteria based on roles." [Case Overview] ■ Background and Issues - The management and supervisors were dissatisfied with the fact that the goal management system was not functioning well. - They did not understand the reasons behind the dysfunction. - They aimed to create a system that all employees could understand and feel positive about. ■ Results - The compensation system (grades, wages, evaluations) was restructured to provide rewards based on roles and contributions. - The evaluation system was improved, allowing for the recognition of appropriate performance and behaviors in relation to roles within the organization, aligned with goals and evaluation criteria. ➔ Achieved evaluations linked to the company's vision and mission. *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case where we assisted Company S, engaged in precision parts manufacturing, in identifying the root causes of various issues and finding fundamental solutions. The company faced an urgent need to review its overall strategy due to rapid changes in the market environment and the aging of key personnel. Through our consulting, we provided a basic lecture on strategy formulation, allowing them to observe various phenomena as they are, calmly understand their structure and factors, and consider the next improvement measures. 【Case Overview】 ■ Background and Challenges - It was deemed essential to formulate a medium- to long-term strategy with a perspective that connects to the future. ■ Results - They were able to clearly understand the current situation and grasp the root causes. - They were able to have a reform plan that they were confident would succeed. *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case where all employees shared the company's challenges at a World Café (dialogue meeting) held by T Company, a special mold manufacturer. In the company, responsibility was concentrated on the president and directors, while employees, including management, exhibited a tendency to be dependent and passive, leading the president to feel a sense of dissatisfaction and a lack of trust. Through the dialogue meeting, there was a gradual change in employee attitudes, and a growing momentum to perceive the company's decisions and initiatives as "our own" emerged, resulting in an increase in proactive comments during meetings and discussions. [Background and Challenges] - Improve the biased organizational culture - Draw out employee motivation ahead of revising the personnel system - Advance organizational development initiatives to encourage attitude change [Results] - It became evident that the relationship between employees and the company was changing for the better. - On the foundation of employee motivation, we were able to confidently proceed with the revision of the personnel system. *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case where we consulted on a re-employment system after retirement to maintain high employee motivation at Company O, which is engaged in the manufacturing of electrical equipment. The company has the intention of having highly skilled and motivated employees continue to work even after retirement in order to pass on their specialized skills and techniques cultivated over many years. However, until now, they have dealt with each case individually and did not have a clear system in place as a company. By establishing a system, employees can recognize early on that "the conditions will be like this after retirement," making it easier for them to envision their life plans post-retirement, which also contributes to preventing turnover among younger employees. [Case Overview] ■ Background and Issues - The treatment system after retirement was not well established. - Each time a retiree occurred, individual negotiations on conditions were conducted. ■ Results - Established rules applicable to all employees, reducing the burden of individual negotiations for each person. *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case study from Company I, which operates in the paint manufacturing industry, where a vision for reforming the human resources system was developed through an analysis of the current situation and dialogue with all management personnel. Due to the aging of employees, the burden of labor costs has been increasing, and the company has consciously continued to suppress salary increases over the past few years. As a result, younger employees have felt anxious due to a lack of salary increase expectations, leading to cases of resignation. Through consulting, the company's unique issues and their causes became clear, and the focus for reforming the human resources system was defined. 【Case Overview】 ■ Background and Challenges - As a result of consciously suppressing salary increases, younger employees felt anxious, which became a reason for their resignation. ■ Outcomes - A vision for talent utilization that all management personnel could share and empathize with was obtained. - Awareness of being stakeholders in talent utilization and a sense of mutual solidarity were fostered. - By clarifying the relationship between compensation and contribution, it led to "giving hope to younger employees and encouraging veterans to demonstrate their abilities." *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

At Company C, which is engaged in manufacturing, we would like to introduce a case study on quantitatively understanding the effects of less visible system revisions and the current state of human resource management. The company requested a quantitative grasp and analysis of the current situation of employees and labor costs in order to improve future human resource management by identifying "what challenges exist." Through consulting, we conducted a quantitative analysis. By visualizing and graphing data from five years ago to the present, we were able to establish a common understanding among relevant executives and responsible employees regarding: - The current state of human resource management - Future challenges [Case Summary] ■ Background and Challenges - Although a human resource system was introduced, appropriate system operation and effectiveness had not been verified. ➡ The effectiveness and challenges were not visible. ■ Results - A common understanding of the current state and challenges of human resource management was achieved among relevant executives and responsible employees. - Important issues were highlighted, allowing for appropriate problem-solving to commence. *For more details, please refer to the related links or feel free to contact us.

• Consulting companies

We would like to introduce a case at Company J where they switched to a point-based retirement bonus system and transitioned their qualified retirement pension assets to the Small and Medium-sized Enterprise Retirement Allowance Mutual Aid System. At the company, there were concerns that under the retirement bonus calculation method of "basic salary at retirement × payment rate based on years of service × adjustment rate based on reason for retirement," the amount required for retirement bonuses would increase at an unexpectedly high pace as employees' years of service continued to grow. Through consulting, the transition to a ★point-based retirement bonus★ eliminated concerns that salary increases or decreases would directly affect the retirement bonus amount, thereby establishing a foundation for operating a merit-based wage system in line with its original intent and purpose. [Background and Challenges] ■ The previous retirement bonus calculation method led to a rapid increase in the amount required for retirement bonuses. ■ When a negative salary increase occurred, the vested rights to retirement bonuses corresponding to prior years of service would decrease. ■ The qualified retirement pension was abolished at the end of March 2012, making it impossible to accumulate contributions through loss processing. *For more details, please refer to the related links or feel free to contact us.*

• Consulting companies

Every job has its procedures (arrangements, processes). This is true no matter how simple the task may be. For example, let's say you want to make coffee at home, and not instant coffee, but a delicious drip coffee. First, you go to the kitchen, put mineral water on the stove, and grind the coffee beans into powder. You place the coffee powder in a filter, and when the water boils, you pour it over the coffee. You pay attention even to the way you pour the water, doing it slowly to allow it to bloom. At the same time, you pour hot water into the cup to warm it up. When you think about it this way, making a delicious cup of coffee takes quite a bit of effort. However, if it's for your own enjoyment, you can appreciate that effort. Now, what happens when it comes to products offered to customers? *For more details, you can view the related links. Please feel free to contact us for more information.*

• others

Self-goal management refers to the process where individuals set their own goals and pursue and manage their progress independently. However, even though it is called self-goal management, one should not simply allow individuals to set their own goals without guidance. If this is done, each person may end up setting goals based solely on what they consider important in their own minds. Even if everyone works hard to achieve their own set goals, it does not guarantee that the organization's goals will be met, and it may even lead to contradictions and friction. *For more details, please refer to the related links. Feel free to contact us for further information.*

• others

The daily work of middle management is determined from the bottom up. Middle managers must decide on the operations and processes of their respective organizations, allocate tasks to their subordinates, and take responsibility for daily operations and the performance of their team members. However, the role and responsibilities of middle management regarding the overall results of the organization are determined from the top down. Middle managers are expected to set their goals in an upward direction, always aligned with the overall performance of the company. Middle managers must make the goals that their department needs to achieve their own goals. For example, a sales department head should not only focus on achieving the personal sales targets set in collaboration with their subordinates or just the negotiations with their assigned clients. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• others

In small businesses, it is common for not only the management executives but also the top management themselves to take on roles in production, development, sales, and other areas. While it can be criticized that the top management becomes half-hearted as a manager by also being a player, in the case of small businesses, it can rather be seen as a sign of a healthy organization. On the other hand, it would be problematic if the top management does not engage in the field, does not meet with important clients, and is not involved in development, resembling a "turtle" president in shogi. *For more details, you can view the related links. Please feel free to contact us for more information.*

• others

Even small businesses with dozens of employees must have a clear strategy to ensure they achieve results and survive in market competition. Small businesses need to leverage their strengths, find niche markets, and build entry barriers that prevent others from entering. By quickly identifying market opportunities and demonstrating agility in product and service development, they can rapidly gain market share and establish a competitive advantage. They cannot invest resources on the scale of large corporations. They must aim for the largest possible results with the smallest possible investment. This requires meticulous strategy, and for that, objective management goals are necessary. *For more details, please refer to the related links. Feel free to contact us for further information.*

• others

To achieve management goals, specific decision-making on where and how to concentrate management resources such as personnel, equipment, and funds is required, along with concrete actions based on those decisions. The purpose and mission of the business serve as the most fundamental guidelines, acting like a map to the destination. However, having a map does not guarantee reaching the destination. More specific goals and strategies or methods are needed for the members of the organization to align and concentrate their efforts. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• others

For a company to grow sustainably, it means hiring people, creating customers, and continuously achieving results. To do this, it is necessary to have a vision for the organization, a perspective on the future, and a strong belief in the organization's mission. In short, you must seriously consider "why and for what purpose you are managing the company" and "under what outlook you want to shape the company," and you need to articulate a direction that can resonate with those around you using your own words and numbers. *For more details, you can view the related links. Please feel free to contact us for more information.*

• others

Whether it is wages or bonuses, there are no scientific laws or truths regarding how they should be distributed. What exists is the decision-making process on how to rationally and optimally redistribute the income obtained from external sources within the organization, based on political and overall judgments, as well as the selection of methods and know-how. The same applies to structuring the organization. Someone must make personnel decisions. It is very difficult, but someone must exercise that authority. *For more details, you can view the related links. Please feel free to contact us for more information.

• others

Bonuses are not determined by simply multiplying the base salary by a certain number of months. Instead, the total bonus pool is first decided based on the overall profits of the company. Once the bonus pool is established, it is then distributed to individuals based on their contributions, making it easier to understand through this two-step process. Bonuses are fundamentally a way to distribute company profits to employees, so it would be ideal if they could be allocated fairly according to each employee's "contribution to profit." *For more details, please refer to the related links. Feel free to contact us for further information.*

• others

It seems that many companies still determine the amount of bonuses based on a certain number of months' worth of wages. This approach tends to legitimize and promote the idea of bonuses as an entitlement, which has little effect on fostering a sense of participation in management and results in significant losses in terms of talent management. On the other hand, it appears that there are also an increasing number of companies that do not offer bonuses at all. While this may be unavoidable given the tough business environment, it seems necessary to find some creative solutions rather than applying a blanket zero policy. *For more details, you can view the related links. Please feel free to contact us for further information.*

• others

Monthly wages can be broadly divided into base salary and various allowances. The base salary is determined mainly based on factors related to the "quality of work," such as role responsibilities and individual capabilities, and is positioned as the core of the fixed salary corresponding to the prescribed working hours. In contrast, various allowances address variable wage issues and concerns specific to certain employees, serving an important function to complement the base salary. Specifically, they reflect four elements in wages that the base salary cannot fully cover: "amount, type, and location of work," and "living conditions." *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• others

The operation of promotions and demotions must adhere to the roles and responsibilities within the organization. In other words, promotions should only occur when an individual takes on greater role responsibilities that correspond to a higher grade or when they are assigned such responsibilities. It is incorrect to promote someone solely based on reasons such as "they have been with the company for a long time" or "many of their peers have become managers," especially when there are no relevant responsibilities or tasks assigned to them. Engaging in such practices not only leads to an increase in personnel costs but also causes confusion within the organization. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

• others

Features of Zone-Type Wage Tables Compared to Other Common Wage Tables (1) Balanced Salary Increases and Decreases - A system is incorporated that realizes wage levels corresponding to performance evaluations S, A, B, C, and D. Whether increasing or decreasing wages, by using a system that gradually approaches the wage ceiling according to performance evaluations S, A, B, C, and D, balanced salary increases and decreases can be carried out without difficulty, preventing excessive fluctuations in wages. ★ This allows for a performance-based wage system that is sufficiently convincing from the perspective of everyday life. (2) Ability to Forecast Salary Increase Resources - The annual salary increase resources can be easily estimated. Not only can the basic salary determination process be clearly explained, but it also encourages lower-paid employees to strive for salary increases while promoting discipline and a sense of urgency among higher-paid employees, thus motivating each individual. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.

• others

The wage table must clearly determine each person's base salary based on the grades and performance decided according to individual roles and responsibilities. First, it is necessary to understand what "base salary" actually is... The base salary referred to here is not composed of various wage items like age-based pay, skill-based pay, or performance-based pay. Instead, it refers to a single wage item that represents the "compensation for work" (which is a cost for the company). We explain the concept of the wage table and the wage logic that can respond to unpredictable economic fluctuations. *For detailed content of the article, you can view it through the related links. Please feel free to contact us for more information.*

• others

Companies pay their employees a salary every month. If they hire people, they must pay them. In exchange for that salary, employees provide their labor and engage in production and sales. On the other hand, employees consume with the salaries they receive. If consumers do not purchase goods and services, companies cannot make a profit and cannot pay salaries. Thus, there is a close interdependent relationship between labor and consumption, and the medium that facilitates this is the salary. The success of this interdependent relationship has a significant impact on the development of society and the economy. Shall we reconsider the "reward system"? *You can view the detailed content of the article through the related link. For more information, please feel free to contact us.*

• others

To achieve results in business, companies need to hire and organize people. However, simply hiring people does not create an organization. It is necessary to create a workplace for the hired individuals and to assign them appropriately. Next, they must be motivated and managed. This involves providing roles and goals, conducting training, evaluating their work, offering rewards, and engaging in various forms of communication. In this way, an organization is not just a collection of people. There are several principles that shape an organization. This time, we will look at the principles for creating an organization, as well as the core and support functions that the organization performs. - Principles for creating an organization - Organizational hierarchy and response to change - What are core functions? - What are support functions? *For detailed content of the article, please refer to the related links. Feel free to contact us for more information.

• others

Companies create markets, provide value to customers, and on the other hand, they generate employment and provide people with a means of livelihood. The role that companies play in society is very significant, and there are social needs that only companies can fulfill. A company becomes a company by hiring people. By employing individuals, it can execute various tasks that could not be accomplished by sole proprietorships, leading to a substantial social role. However, at the same time, significant changes occur that did not happen while operating as an individual business. This time, we will examine how that "company" is established from the perspective of the corporate management system. (1) Hiring people and assigning them work (2) The mechanism of a management system that is perpetually repeated (3) Profits serve as the capital for the company's future *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

• others

This time, we will discuss "corporations" and consider what their social roles are. Corporations are the entities that conduct business and create customer value, and they are also the front lines where human resource management takes place. Understanding the social roles and values of corporations is also linked to knowing the key points of management. Unlike sole proprietorships, corporations employ many people. Therefore, they can engage in businesses that require a scale, complexity, productivity, and sustainability that far exceed those of individual businesses. Corporations can meet significant needs that cannot be satisfied by sole proprietorships. (1) Social needs that corporations fulfill (2) Creating new needs in the market (3) The value of a corporation is determined by the customer *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.

• others

This time, I would like to change the perspective a bit and talk about "business and customer value." The entity that conducts business and generates customer value (the benefits received by customers) is the company. Within that company, human resource management is carried out. To consider human resource management in a company, it is necessary to understand what a "company" is. However, even when we refer to a company, there are various forms and stages. Therefore, to make the discussion easier to understand, this time we will focus on individual businesses, which are the initial or preliminary stage of a company. - The formation of individual businesses - The value brought to customers and marketing - The income and risks of individual businesses - The functions and roles of companies *For more detailed content of the article, you can view it through the related links. Please feel free to contact us for more information.

• others

When thinking about "human resource management," it has become increasingly unavoidable to consider the question, "Why do we work, and for what purpose?" Those of you viewing this page may often hear terms like "motivation" and "drive." I believe these words are strongly connected to the question of "why and for what purpose we work." *For more details, you can view the related links. *Information on consulting for HR system reform in small and medium-sized enterprises can be found at the URL below: https://www.primec.co.jp/service.html For more information, please feel free to contact us.

• others

Our company provides consulting services to support the design, implementation, and operation of systems in the area referred to as "human resource systems." The true value of various systems is realized only after they are actually put into operation. We offer various forms of support tailored to our clients' needs, including guidance on wage and bonus decision-making practices, training to enhance effectiveness (such as evaluator training, management training, hierarchical training, and organizational dialogue), and individual coaching for clients who have established and implemented new human resource systems. We strongly back our clients in achieving "better changes for people and organizations" alongside them. 【Service Structure】 ■ Problem Setting - Setting the desired vision - Clarifying root causes and solutions ■ Development of Human Resource Systems - Establishing infrastructure for fair treatment and employee growth and success ■ Operation of Human Resource Systems - Ensuring fair treatment - Creating an environment where employees can focus on their work ■ Transformation of People and Organizations - Realizing growth and success based on intrinsic motivation and an environment conducive to focusing on work Please feel free to contact us.

• Employee training