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, dialogue 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. Also, feel free to contact us with any questions or inquiries when putting this into practice.
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The factors preventing PDCA from functioning effectively lie primarily in "Plan" and "Check." 【Issues with Plan】 Ambiguous expressions like "almost achieved" or "about 80%" lead to varying judgments among individuals. It is crucial to quantify goals as much as possible to ensure that anyone can make the same judgment. 【Issues with Check】 There may be no opportunity for checks, or meetings may only end with a review of results. What is important is to confirm the discrepancies between the plan and the actual results and to determine "who (the responsible executor), by when (the deadline), and what to do (the desired outcomes)" to bridge that gap. Furthermore, it is essential to review the execution results in the next meeting. This mechanism drives the PDCA cycle. Related article: How successful companies conduct meetings. Organizational reform for "execution" that small and medium-sized enterprises should undertake. https://www.consulting-network.jp/column-26-meeting-execution-reform Next time, I will discuss "the five demons as a theme for policy meetings."
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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.
