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.
The related link this time is "How successful companies conduct meetings: Organizational reforms for 'execution' that small and medium-sized enterprises should undertake." The article also states that the key points for implementing the PDCA cycle are to confirm the gap between results and goals, narrow down the causes, and decide on "who will do what by when," followed by a confirmation of execution in the next meeting.
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Please use this as hints for management decisions, such as building a management foundation, improving management quality, cash flow management, banking 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 PDCA management cycle does not work just by planning and executing. After P (Plan) and D (Do), the results must be rigorously checked in C (Check), and only by executing A (Act) does the work evolve. The key point is to focus on results. Instead of making excuses for the results, repeatedly ask "why" to uncover the true causes. In doing so, capture the process in numerical terms rather than relying on intuition, and narrow down the causes to about three. Then, specify the countermeasures by detailing "who will do what by when," and ensure to check them next time. It is important to create a "system for rotation" in PDCA. Next time, I will discuss "leadership theory."
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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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