This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.
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Please use this as hints for management decisions, such as building a management foundation, improving management quality, cash flow management, bank relations, business succession, and restructuring after the appointment of the second or third generation. Additionally, feel free to contact us with any questions or inquiries when putting this into practice.
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Company A is a printing company with an annual sales of 800 million yen and 40 employees. Since its founding, perhaps due to the sense of security from having major corporations as clients, there was almost no sense of crisis among the employees. Sales representatives merely waited for orders to come in from customers, and the factory operated as a group of craftsmen with no consideration for productivity. There were instances of tardiness, production did not start simultaneously with the beginning of work, the items to be printed were decided based on mood, no one knew where anything was located, and the warehouse was piled high with inventory. The company's performance was in the red, and it was in a critical state of excessive debt. Since the current president took over, a strict policy of reward and punishment has been implemented in management. As a result, basic practices such as eliminating tardiness and adhering to production schedules have become established, and the company's performance has turned into the black. Behind this change was the introduction of the "3S activities (Sort, Set in order, Shine)." This transformed the workplace into a place where necessary items could be easily accessed, and through thorough and continuous efforts, good habits began to form within the company. Additionally, a consciousness for improvement emerged, leading to significant positive changes in Company A's corporate culture. Why not give it a try? Next time, I will share "Points for Promoting Executive Employees."
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Our company is a group of professional consultants who value practical insights born from responding to corporate needs. With practical management know-how and a strong belief, we solve management challenges and achieve everything from startup support, reconstruction and revitalization support, growth expansion support, and business continuity support to building a solid management foundation.
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