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consulting Product List and Ranking from 745 Manufacturers, Suppliers and Companies

Last Updated： Aggregation Period:Dec 17, 2025～Jan 13, 2026
This ranking is based on the number of page views on our site.

consulting Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Dec 17, 2025～Jan 13, 2026
This ranking is based on the number of page views on our site.

  1. ジャロック Tokyo//Warehousing and transport related industries
  2. サーモフィッシャーサイエンティフィック株式会社／Thermo Fisher Scientific K.K. Tokyo//Testing, Analysis and Measurement
  3. オカムラ　物流システム事業本部 Tokyo//Other manufacturing
  4. 4 OLFA CORPORATION Osaka//Trading company/Wholesale
  5. 5 HOYA 音声ソリューション　中野オフィス Tokyo//software
Go to Company Ranking

consulting Product ranking

Last Updated： Aggregation Period:Dec 17, 2025～Jan 13, 2026
This ranking is based on the number of page views on our site.

  1. CryoPlus Storage System サーモフィッシャーサイエンティフィック株式会社／Thermo Fisher Scientific K.K.
  2. Voice synthesis engine "VoiceText" HOYA 音声ソリューション　中野オフィス
  3. Manufacturing DX Solution 'LIVLOTS' アマダ（アマダグループ）
  4. 4 Support for creating a manufacturing technology roadmap. PEC-KUMATA　生産技術コンサルタント
  5. 5 Bishamon Small Electric Towing Vehicle DTR10A/DTR10N: Sugiyasu

consulting Product List

1786～1800 item / All 1869 items

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[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

I would like to introduce a column article.

■Small and Medium-Sized Enterprise (SME) Managers are Tough SME presidents are curious, energetic, tough, and surprisingly youthful for their age. They arrive early in the morning and take the initiative to handle unpleasant tasks themselves. It is quite common for the president to be the one who opens and closes the company. They come in early, start with cleaning, thoroughly read the newspaper, and then get to work. After that, they welcome their employees. At night, they wait for the employees to return, have them report on the day's activities, and finally lock up before going home. Truly, managers work hard. ■Small and Medium-Sized Enterprise (SME) Managers are Compassionate It is difficult to manage a group of self-centered individuals without compassion. Recently, successor managers have been highly educated. When they view SMEs through the lens of the values they have cultivated, the differences in perception can be overwhelming, leaving everyone confused. However, after being an SME manager for 5 or 10 years, one cannot help but become more compassionate. 〇Even if they understand, they sometimes let themselves be deceived on purpose. 〇They want to give warnings, but if they do, the employee might quit. 〇Sometimes they take on debt for others. 〇When an employee has a child, they share in the joy and tears as if it were their own child, showing a high level of empathy. Things that would be unthinkable in large corporations happen regularly. Therefore, on the flip side, the sense of unity centered around the president becomes stronger.

  • Management Seminar
  • Management Skills Seminar

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[Column] Why can't things that are supposed to be decided be done as decided?

[Column] Why can't things that are supposed to be decided be done as decided?

I would like to introduce a column article.

Decisions made within a company are the first step to motivating people. To achieve this, it is necessary to specify the content clearly; otherwise, people will be confused. Specific decisions should be expressed in terms of proper names, numbers, and goals. Furthermore, it is essential to share the understanding of these decisions. In other words, everyone must have a common understanding of what decisions need to be made in their department this month. To ensure these decisions are implemented, it is necessary to prevent them from being left unaddressed and to conduct detailed checks. There are two methods to achieve this. One is to systematize the process and create people who can enforce it. However, systematization often lacks a clear methodology, and the only enforcement comes from the president's constant reminders. Often, the person in charge on-site does not lead by example, and there is a lack of management work to enforce compliance, with no reprimands for employees who do not follow the decisions. As a result, a culture develops in the company where doing nothing is tolerated rather than being serious about work. Conversely, in companies that adhere to their decisions, individuals are reminded by their peers if they do not comply, fostering a culture of adherence. When this happens, management can focus on the next steps, leading to the company's growth.

  • Management Seminar
  • Management Seminar

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[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

I would like to introduce a column article.

The way small and medium-sized enterprises fight is often focused on "short-term battles." As a result, short-term strategies tend to dominate, making it difficult to succeed in mid-term developments. Realistically speaking, the driving force behind mid-term product development is also the promoter of annual performance. It is challenging to dedicate oneself solely to mid-term developments. However, if mid-term developments are not pursued, relying only on existing methods will lead to a decline of "10-20%." Therefore, it is essential to engage in both annual performance creation and mid-term development simultaneously; otherwise, there will be no growth in the mid-term. Since there is no specialized function for thinking about and implementing management strategies, a "superman" is needed temporarily to compensate for this gap. This presence creates the history of the company. They are the executives and the senior management.

  • Management Seminar
  • Management Seminar

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[Column] There is no system for managing the organization.

[Column] There is no system for managing the organization.

I would like to introduce a column article.

As the company grows, the workload increases, but an increase in personnel does not necessarily indicate company growth. Training new employees takes time, which can lead to decreased productivity and increased waste. Managers often find themselves overwhelmed with managing their subordinates and become engrossed in on-site operations, leading to exhaustion. This phenomenon is particularly evident in growing companies, where the company may appear to be thriving, but the on-site situation is chaotic. Due to the absence of a system for managing the organization, the company functions like a collection of individual enterprises. Each time the company hits a wall in its growth process, it is necessary to reassess the approach to management. During the startup phase, the president directly manages the operations, but during a period of rapid growth, the role of department heads becomes essential. Once the company enters a stable phase, an organizational chart is established, and departments are solidified; however, it is difficult for the president to step back from on-site management, resulting in many companies being unable to overcome growth barriers. The key points for management in growing companies are to ensure that the number of personnel and the rules and systems are aligned with the increase in workload, as well as for the president to shift away from an on-site-centric mindset and focus on building the company’s structure. Companies that wish to expand healthily must build management techniques appropriate to their scale.

  • Management Seminar
  • Management Skills Seminar

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[Column] The Increase in Work is the Essence of Corporate Growth

[Column] The Increase in Work is the Essence of Corporate Growth

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Is this kind of situation not occurring in your growing company, where the number of employees is increasing? The essence of corporate growth is the increase in work. It is not the case that a company grows simply because the number of employees increases. The essence is that a company grows because the amount of work increases. If new people come in and can immediately handle the company's tasks, there would be no problem, but that is not the case. While the number of new employees increases, the upper management is too busy to provide training. However, since the number of employees is increasing, the workplace becomes chaotic, and work becomes concentrated on a few individuals, making them busier than before. A typical example of this is the manager. Managers ideally want to lead their teams, but due to a lack of manpower and being busy, they tend to get stuck in day-to-day operations. As a result, a vicious cycle develops, and playing managers become exhausted. This phenomenon is actually more pronounced in companies that are experiencing growth. In other words, while the company may appear to be growing, the reality is that only players are increasing, and the workplace is in a state of confusion like a kite with its string cut. There is no system to control people and teams, so the workplace operates like a collection of individual businesses.

  • Management Seminar
  • Management Skills Seminar

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[Column] Shedding the Rulebook of Management

[Column] Shedding the Rulebook of Management

I would like to introduce a column article.

There are two main points regarding management transformation in growing companies. The first point is that as the workload increases, the number of people will also increase. Therefore, it is necessary to establish rules and standards and to systematize them. In other words, it is about creating the company's structure. The second point is that the president must break free from being a walking rulebook and promote a change in consciousness to operate the company with all employees. When the entire company is changing, the one who must change the most is actually the management. It is required for the management to break free from being a walking rulebook and to create a company that resembles a company, that is, to operate the company as an organization. If we do not build the skills of management, the president's motivation alone, equating to a rhythm of hard work, will not be enough to overcome the barriers to growth. However, it is important to clarify that those who wish to grow the company in a healthy sense must build management skills that correspond to that scale. A company is not good just because it is large, nor is it bad just because it is small. The crucial point is what kind of company the management wants to create, centered around themselves, that fits their size. It is essential to clarify that intention.

  • Management Seminar
  • Management Skills Seminar

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[Column] When the President Leaves the Field, It Becomes a Turning Point

[Column] When the President Leaves the Field, It Becomes a Turning Point

I would like to introduce a column article.

The founder and president, struggling to survive, suddenly realizes that the annual sales have reached 700 to 800 million yen. Up to this point, the company has grown with a sense of unity centered around the president's leadership. The key characteristic at this stage is the turning point where the president begins to step away from the front lines. In other words, it is also the time when the entrepreneur starts to shed their role as the head of sales and production and begins to challenge themselves with the responsibilities of management. This turning point brings about changes within the company, and the inability to adapt to these changes prevents them from breaking through the 1 billion yen (with 30 employees) barrier. The speed of a company's growth is significantly faster than the speed of individual growth. Furthermore, the growth speed of the entrepreneur is notably faster than that of the employees, which creates distortions in a growing company. The president tries to challenge themselves with the true responsibilities of management but begins to have concerns about their vision and the capabilities of veteran executives. They implement various measures, but the frustration of not succeeding leads to a sense of irritation for the entrepreneur. In other words, the desire of the entrepreneur to create a company that feels like a proper company, combined with executives who cannot respond to this and internal systems and strategies that are not functioning well, obstructs the path to breaking through the 1 billion yen barrier.

  • Management Seminar
  • Management Skills Seminar

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[Column] Companies with 50 to 100 employees practice multifunctional management.

[Column] Companies with 50 to 100 employees practice multifunctional management.

I would like to introduce a column article.

The management style is a multifunctional development management. It is at a stage where efforts are being made to promote corporate scale expansion through activities and to smoothly operate the internal management aspects. While expanding and growing through multifaceted development and the introduction of multifunctional systems (such as multiple business divisions and headquarters systems), there is often a lack of staff functions, leading to a state of overall functional paralysis. There is a need to subdivide organizational functions, but responses to organizational management, such as work division, responsibilities, operation manuals, and the establishment of various regulations, are lagging behind. Additionally, there is a shortage of human resources to entrust key departmental roles, and the clash between those who struggle with organizational management and those who promote it—between the old and the new—hinders the subdivision of organizational functions, leading to increasing frustration for management. There is an inability to delve deeply into product composition and characteristics that should target specific markets and customer traits, and product development and exploration are also falling behind. Due to the lack of a management foundation to accommodate scale expansion, various turnover rates (accounts receivable and inventory assets) are deteriorating. Furthermore, the liquidity of real assets is slowing down, but many companies are unable to grasp the factors behind this, resulting in reactive responses. As the "old" and "new" clash, if they do not successfully integrate, it will lead to a destruction of the organizational culture.

  • Management Seminar
  • Management Skills Seminar

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[Column] Unique Strategies of Our Company

[Column] Unique Strategies of Our Company

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Long-established shops and companies have something in common. That is, the name of the shop or company is more well-known than the name of the owner. Of course, in the early days of establishment, it is the founder's strong personality that paves the way and creates the foundation. As this foundation is passed down through generations, the basic model of the shop or company is formed, solidified, polished, and ultimately, a "unique way of fighting for the company" is established. So, what is necessary for companies with a short history, meaning those currently managed by their founders or second-generation companies? First, it is essential to create a basic model for the company's way of fighting. This basic model is the theory = principles and rules for the company to continue to thrive. It is important to bring this to a level where one knows it, understands it, and can execute it. To illustrate the theory with a baseball example: in the bottom of the ninth inning, with a score of 2 to 1 against, and no outs with a runner on first base, the theory would dictate that the batter should lay down a bunt to advance the runner to second base. Winning teams can execute this reliably, which is why they win. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.

  • Management Seminar

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[Column] Theory = Principle・Principles

[Column] Theory = Principle・Principles

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For example, if sales and operating profit decrease from the previous year, it results in a state of declining revenue and profit. The response to this situation follows the steps below: 1. Companies in a state of declining revenue and profit should implement cash-centered measures to stop the bleeding and provide a transfusion to escape that state. 2. This will lead to a state of declining revenue but increasing profit. However, this management condition is akin to a boxer maintaining a weight loss regimen for 365 days, which cannot last long. 3. Eventually, the desire for food becomes overwhelming, leading to the development of a sales expansion strategy. 4. Next, the company will enter a state of increasing revenue but declining profit, and ultimately transition to a state of increasing revenue and profit. This process follows the trajectory of management improvement theory. In medicine, pathology is based on numerous cases, and treatment theories are constructed from that. New discoveries and technologies are then developed on top of that. Similarly, companies can have their own ailments, and there are fundamental ways to address them. This is the basic model of how a company fights and serves as the foundation for its continued prosperity. By solidifying this foundation, a company can exert its strength, just like in the world of sports. *For more details on the column, you can view it through the related links. Please feel free to contact us for more information.

  • Management Seminar

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We provide comprehensive support from product development for new businesses to the development of mass production technologies.

We provide comprehensive support from product development for new businesses to the development of mass production technologies.

Building a new product development strategy by backcasting from mass production technology.

In new business development, if a project cannot clear the issues of quality, cost, and investment during mass production, it cannot be commercialized (as a management decision), or we have seen cases where even if it is commercialized, it does not last long (crossing Darwin's sea). Therefore, we realized that the idea of backcasting the commercialization process is effective. (Ideal state during mass production ⇒ product development ⇒ necessary product development ⇒ necessary technology development ⇒ necessary research and development) To realize that idea, information on mass production technology and equipment technology is needed, and our company possesses processing technologies for plastics, semiconductors, glass, and copper/aluminum materials. As open innovation progresses in the future, selecting technologies that our company does not have and the companies that possess them will become important. We would like to support that.

  • Non-ferrous metals
  • Glass
  • Other electronic parts

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EC Consulting Services

EC Consulting Services

Over 500 consulting achievements!

We offer an "EC Consulting Service" where our experienced dedicated staff handle everything from identifying issues to solving them. We cater to various sales channels, including mall-type platforms (such as Rakuten, Yahoo!, Amazon, etc.) as well as our own e-commerce. Additionally, we provide sales plans tailored to the specific needs of manufacturers, wholesalers, and retailers. Please feel free to contact us if you have any requests. 【Features】 ■ Over 500 consulting achievements ■ Contributing to your business in a collaborative manner ■ Support for hiring e-commerce personnel is also available *For more details, please download the PDF or feel free to contact us.

  • Other services
  • Purchasing Management System

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ISO/IEC 27001 (Information Security)

ISO/IEC 27001 (Information Security)

Improving employee security awareness is possible! It can minimize business risks!

ISO/IEC 27001 is a management system for information security that requires organizations to conduct their own risk assessments to determine the necessary security levels, in addition to technical measures for individual issues regarding information assets that need to be protected. It aims to maintain and improve a balanced approach to "confidentiality," "integrity," and "availability." It enhances compliance with legal, regulatory, and contractual requirements. [Solutions] ■ Confidentiality: The characteristic of making information unavailable or non-public to unauthorized individuals, entities, or processes. ■ Integrity: The characteristic of protecting the accuracy and completeness of assets. ■ Availability: The characteristic of allowing access and use when requested by authorized entities. *For more details, please refer to the PDF document or feel free to contact us.

  • Audit/Accounting

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PC System Consulting

PC System Consulting

Leave your PC system consulting needs to us!

Our company has introduced a computer system for the purpose of increasing efficiency, but we are unsure of the extent of its effectiveness. We offer PC system consulting to address such questions. We utilize the PDCA cycle to achieve "visualization" of business flows. We assist in the efficient use of data from experiments and tests to facilitate the transfer of technology. Please feel free to contact us if you have any requests. 【Features】 ■ Production management software: Achieves profit-generating estimates through data analysis for cost reduction. ■ Process management software: Reduces the time of process meetings. ■ Migrates existing data created in Excel and Access to a database. ■ Controls and centrally manages the manufacturing site and office through an FA network. *For more details, please download the PDF or contact us.

  • Management Seminar
  • Other services
  • others

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[Free Seminar] Achieving Overall Optimization with PLM

[Free Seminar] Achieving Overall Optimization with PLM

Transforming Sales, Design, Manufacturing, Purchasing, and Maintenance with BOM Utilization - Let's establish a data foundation through BOM and deploy PLM utilization at the company-wide level!

The "BOM (Bill of Materials)" is often thought to belong solely to the design department; however, it is actually a crucial information asset that deeply involves the operations of all departments, including sales, manufacturing, maintenance, and purchasing. In reality, many companies manage different BOMs in separate systems for each department, leading to information silos and individual reliance. As a result, even if a customer requests a change in specifications, the sales team may not be able to respond quickly with delivery dates or make better proposals, potentially leaving customers dissatisfied with the feeling that "in the end, it became an expensive purchase." This can erode the company's competitiveness, even if they are producing good products. Now is the time to maximize the functionality of PLM to strengthen data collaboration among sales, design, manufacturing, purchasing, and maintenance, thereby enhancing the company's competitiveness. In this seminar, we will clarify the types of BOMs (Technical BOM, Sales BOM, Manufacturing BOM, Maintenance BOM, Purchasing BOM) and their roles, and we will clearly introduce the expected business transformations in each department. Organizing the BOM is one of the important elements in preparing for PLM implementation, so we encourage those in the early stages of considering PLM implementation to attend.

  • PDM

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