We have compiled a list of manufacturers, distributors, product information, reference prices, and rankings for Information Systems Development.
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Information Systems Development Product List and Ranking from 5 Manufacturers, Suppliers and Companies

Last Updated： Aggregation Period:Nov 19, 2025～Dec 16, 2025
This ranking is based on the number of page views on our site.

Information Systems Development Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Nov 19, 2025～Dec 16, 2025
This ranking is based on the number of page views on our site.

  1. ネクストビジョン Hiroshima//software
  2. NTTデータ関西　 法人分野 Osaka//software
  3. テクニカルシステム Osaka//software
  4. 4 三愛情報 Mie//software
  5. 4 null/null
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Information Systems Development Product ranking

Last Updated： Aggregation Period:Nov 19, 2025～Dec 16, 2025
This ranking is based on the number of page views on our site.

  1. [Example of Problem Solving] Multi-Company and Multi-Site Support Function NTTデータ関西　 法人分野
  2. Health Stress Check App "cocomiru" ネクストビジョン
  3. Opening up the present of domestic manufacturing! DX in manufacturing and the current state of domestic manufacturing. NTTデータ関西　 法人分野
  4. [Made-to-order Column] The Wall of the Subconscious Mind (1) NTTデータ関西　 法人分野
  5. 4 [Order-made Column] The Wall of the Subconscious Mind (2) NTTデータ関西　 法人分野

Information Systems Development Product List

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[Craftsman Cuts Column] Summarize, manage, and utilize the examination results in the E-BOM.

[Craftsman Cuts Column] Summarize, manage, and utilize the examination results in the E-BOM.

Key points for solving business challenges! In the third session, we will introduce ways to enhance design capabilities.

This column is the third installment of "Series 1: Strengthening Order Design Capability." Building on the previous discussion of "How to Visualize Design Information," we will introduce further applications to enhance design capability. The prerequisites for design are the customer requirements and conditions (specifications) in product planning and individual orders. If these are not properly set, no matter how hard you work on the design, it will not result in a sellable product. Managing information based on the market and refining the requirements for sellable products is the first task of visualization. [Content Overview (Excerpt)] - Connecting customer requirements to product specification design - Pursuing cost limits - Managing design information by linking to E-BOM *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Production Management System

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Craftsman Cuts: Innovations for the Coexistence of Production Number Management and MRP

Craftsman Cuts: Innovations for the Coexistence of Production Number Management and MRP

It is also possible to manage two methods in one MRP! We will introduce the methodology through case studies.

This column is the second installment of "Series 2: MRP and Production Number Management." As mentioned in the previous column, it is not uncommon for companies to have both MRP and production number management products. However, it is preferable to avoid having mass-produced items managed by MRP while having custom order production items managed by a separate system. MRP, which is discussed in contrast to production number management, is not a conflicting concept; it is indeed possible to manage both methods together within a single MRP system. In this installment, we will introduce the methodology through case studies. [Contents] ■ Do we need separate management systems for production number management and MRP-targeted products? ■ Summary of necessary functional requirements for the coexistence of production number management and MRP ■ List of necessary functions *Detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

  • Production Management System

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[Craftsman Cuts Column] What happens when we integrate from the perspective of production resources and production activity resources?

[Craftsman Cuts Column] What happens when we integrate from the perspective of production resources and production activity resources?

Key points for solving business challenges in assembly processing manufacturing! Explained using a matrix cost table.

This column is the second installment of "Series 3: Improving Profitability," where experts provide insights. In the previous installment, we raised three issues regarding the drawbacks of using material purchase costs as a benchmark for cost calculation. This time, we will discuss what happens when we integrate the purchasing perspective cost of production resources with the production activity perspective cost. For detailed content, please refer to the related links. [Content Overview] ■ Cost of processing activities (cost on the horizontal axis) ■ Collection of processing activity time and production performance ■ Reasons why production activity cost calculation has not been widely adopted until today ■ Collection of production resource purchasing costs (traditional cost calculation) *For detailed information about the column, please refer to the related links. Feel free to contact us for more information.

  • Production Management System

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Craftsman Cuts: Leveling Up KPI and PDCA

Craftsman Cuts: Leveling Up KPI and PDCA

Effective strategies for providing information tailored to the target audience! Introducing topics such as "Key Points for Utilizing KPIs."

This column is the first installment of "Craftsmanship Cuts: Future Perspectives in Management Control." In the manufacturing industry, in addition to ensuring Quality, Cost, and Delivery—commonly referred to as QCD—there is a social responsibility that includes Safety, Environment, and Corporate Social Responsibility (CSR). In recent years, many companies have been focusing on business reform using digital transformation (DX). Among these, enhancing Key Performance Indicators (KPIs) is one of the areas with significant expectations. The aim is to strengthen management (PDCA) by broadening the scope and depth of KPI utilization and improving the timeliness of decision-making more than ever before. [Overview] ■ KPIs in the manufacturing industry ■ PDCA based on KPIs ■ Key points for KPI utilization *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Cost Management System

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[Craftsman Cuts 2 Column] The Need for Incorporating "Unstructured Data"

[Craftsman Cuts 2 Column] The Need for Incorporating "Unstructured Data"

Build a production model that enables autonomous and appropriate judgment and execution! We will also introduce how to handle data with diagrams.

Currently, there are mainly two common ways to utilize IoT. The first is to accurately grasp production numbers and turnaround times through counters, allowing for a clear understanding of the actual operational status against production plans. The second is to eliminate defective products by measuring products and equipment with sensors, enabling precise control and automation of quality management. Both contribute significantly to improving productivity and quality through the visualization of bottlenecks, but unfortunately, there are cases where they have not ventured beyond that. In this column, we will touch on these aspects while focusing on data. *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.*

  • Other production management systems

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[Made-to-order Column] The Wall of the Subconscious Mind (3)

[Made-to-order Column] The Wall of the Subconscious Mind (3)

I believe that the lifeline of a custom order manufacturer lies in how well they can standardize and unify their processes!

In this column, we address the third aspect of consciousness reform: "There is no plan, and even if there is, it lacks credibility." The risk of custom-made production lies in the frequent design changes. Since design changes are assumed to be a given, even if a short-term plan is created, maintenance cannot keep up, resulting in a plan that no one trusts anywhere. Manufacturers that have not advanced in standardization cannot provide estimates based solely on sales, leading to repeated drawings of similar designs. This results in a vicious cycle of unfamiliar parts drawing, manufacturing, and design changes in the case of truly new designs. *For more details on the column, you can view it through the related link. Please feel free to contact us for more information.*

  • Other core systems

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[Craftsman Cuts Column] Points to Consider in the Operation of Production Number Management

[Craftsman Cuts Column] Points to Consider in the Operation of Production Number Management

Key points for solving business challenges! Published methods for managing BOM (Bill of Materials) and excess inventory.

This column explains the operational considerations pointed out in the previous column in the third installment of "Series 2: MRP and Production Order Management." In make-to-order production, designs are created for each order due to different specifications for each production number, leading to the creation of separate BOMs for each production number, which can result in an explosion of BOMs that become unmanageable. On the other hand, in typical make-to-order production, the E-BOM and M-BOM are the same because design and production are carried out concurrently, and they are shipped together as technical information for the product, necessitating BOMs by production number. The challenge here can be rephrased as whether it is possible to simplify the M-BOM while maintaining the E-BOM by production number. *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.*

  • Production Management System

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[Craftsman Cuts Column] Profit and Loss Management Table Used by Factory Managers to Improve Profitability

[Craftsman Cuts Column] Profit and Loss Management Table Used by Factory Managers to Improve Profitability

The idea that increasing profits equals reducing costs equals reducing purchasing costs has become fixed! An explanation of the measuring stick for cost accounting.

This column is the first installment of "Series 3: Improving Profitability," where experts provide insights. When managers work on production improvements, which of the two charts, Chart 1 or Chart 2, would they likely utilize to enhance product profitability? Intuitively, they might choose Chart 2. Both charts show sales of 100 yen, cost of goods sold of 80 yen, and gross profit of 20 yen, appearing to be unchanged. However, in Chart 1, the cost of goods sold of 80 yen is measured by the procurement costs of production resources necessary to create the product. On the other hand, the breakdown of the cost of goods sold in Chart 2 is compiled based on the content of production activities such as parts processing, assembly, and painting. What is the difference in costs between the two? Please take a look at the related links. *You can view the detailed content of the column through the related links. For more information, feel free to contact us.*

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The reason why the matrix cost table of production activity costs and production resource purchase costs is useful.

The reason why the matrix cost table of production activity costs and production resource purchase costs is useful.

The amount of cost input in the axis of product development activities is visible! Featured in the column "The Artisan Cuts."

In the previous article, we discussed what happens when we integrate the cost from the perspective of purchasing production resources and the cost from the perspective of production activities. In this column, we will explain why the matrix cost table of production activity costs and production resource purchasing costs is helpful for improving production efficiency and creating profits. For detailed information, please refer to the related links below. [Overview] - The amount of cost input along the activity axis of product development is visible. - Proposals for reducing activity time for each cell are clarified. - How much changes or replacements of production resources contribute to cost reduction. *The detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

  • Cost Management System

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The achievements and new challenges of Japan-style SCM reform up to the present.

The achievements and new challenges of Japan-style SCM reform up to the present.

A next initiative focusing on indicator management based on "amount" as sales (budget) is necessary!

This column explains the achievements and new challenges of Japanese-style SCM reform up to the present. The SCM reform in Japan began in earnest in the 2000s. This can be positioned as the first SCM boom in Japan. In contrast, in Europe and the United States, the efforts towards SCM that started in the distribution and retail sectors expanded into manufacturing industries, particularly order-based manufacturing sectors like steel, after the 1990s, and further extended to assembly-type manufacturing industries further along the value chain. [Overview] ■ Achievements of Japanese-style SCM reform ■ New challenges in 10 years *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Cost Management System

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Craftsman Cuts: S&OP for Achieving Revenue Plans (Budget Achievement)

Craftsman Cuts: S&OP for Achieving Revenue Plans (Budget Achievement)

The original SCM is a strategic management method! An explanation of "What is S&OP?" using diagrams!

In the previous column, I mentioned that it is impossible to accurately determine future demand 100%. I believe there is no disagreement on this point unless one possesses the supernatural ability to predict the future. So, how can we capture demand that cannot be fully predicted and is constantly fluctuating? Of course, efforts to improve the accuracy of future demand forecasts are very important, and without such efforts, it is impossible to enhance the accuracy of planning for production, procurement, and shipping. On the other hand, if future demand fluctuations cannot be accurately captured, one approach is to respond quickly and adapt to those fluctuations. [Overview] ■ PDCA Process in SCM ■ What is S&OP? *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Cost Management System

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[Craftsman Cuts 2 Column] Smart Factories and Their Potential

[Craftsman Cuts 2 Column] Smart Factories and Their Potential

The advantageous features that a smart factory should have are visualization, intelligence, and automation, which are all important!

This column is the third installment of "The Future Perspectives in Management Control" in the series "Craftsmanship Cuts Through." There is no doubt that building digital systems that can support operations is becoming increasingly important for properly implementing the PDCA cycle in factories. By managing the three elements of production—people, goods, and equipment—at a level greater than ever before, the potential for business innovation is greatly expanding. [Overview] ■ Possibilities of Visualization ■ Opportunities for Realizing Smart Factories ■ Challenges Towards Realization *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Cost Management System

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Six Key Points for Promoting "Digitalization" as Considered by the Information Systems Department

Six Key Points for Promoting "Digitalization" as Considered by the Information Systems Department

It is important to implement digitalization that matches each company's vision, strategy, desired goals, and situation!

In this column, I would like to delve into the current trends of "DX" and "promoting digitalization" from the perspective of the information systems department. Reflecting on past experiences, I feel that the factors hindering smooth progress towards achieving the goals of digitalization are the "success experiences of the past" and "promotion based on maintaining the current situation." I believe the key is how to break free from these and challenge ourselves neutrally, which applies not only to the information systems department but to all related departments. [Overview] ■ What is DX? What is digitalization? ■ Considerations for promoting digitalization ■ Summary: Six points for promoting "digitalization" *Detailed content of the column can be viewed through the related links. For more information, please feel free to contact us.

  • Other information systems

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[Column] Essential Points in "Human Resource Development" in the IT Department

[Column] Essential Points in "Human Resource Development" in the IT Department

It is important to explain and discuss the intention of human resource development from the manager to the participants, in order to raise awareness and understanding!

Dear readers, do you think that you are properly engaged in "human resource development" and that your personnel are growing as expected? Human resource development is a very important mission for maintaining and further developing an organization. However, when it comes to promoting development, there is often a focus on curriculum, methods, and planning. In this column, I would like to discuss insights gained from my experiences, as well as strategies and essential points for smoothly advancing human resource development, as issues that precede methods and plans. You may find this to be common knowledge, but I hope it serves as a useful reference for organizing your approach to human resource development. [Overview (Excerpt)] ■ Initiatives promoted as human resource development ■ Insights in human resource development ■ Important points in human resource development *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

  • Other information systems

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