We have compiled a list of manufacturers, distributors, product information, reference prices, and rankings for consulting.
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consulting Product List and Ranking from 742 Manufacturers, Suppliers and Companies | IPROS GMS

Last Updated： Aggregation Period:Jun 17, 2026～Jul 14, 2026
This ranking is based on the number of page views on our site.

consulting Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Jun 17, 2026～Jul 14, 2026
This ranking is based on the number of page views on our site.

  1. サンケイ鋼器 東京営業所 Saitama//Manufacturing and processing contract
  2. INJANET Tokyo//IT/Telecommunications
  3. ジャロック Tokyo//Warehousing and transport related industries
  4. 4 東計電算 製造システム営業部 (第一事業所) Kanagawa//IT/Telecommunications
  5. 5 Smile System Support Osaka//Service Industry
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consulting Product ranking

Last Updated： Aggregation Period:Jun 17, 2026～Jul 14, 2026
This ranking is based on the number of page views on our site.

  1. High corrosion-resistant plated medium-duty shelf サンケイ鋼器 東京営業所
  2. [Information] Preparation Guide for Obtaining SCS Evaluation ★3 INJANET
  3. Causes of Waiting for Instructions in the Workplace: A Checklist for Managers Smile System Support
  4. 4 Partial amendment of the Labor Safety and Health Act Enforcement Order - Personnel responsible for the independent management of chemical substances.
  5. 5 Support for creating a manufacturing technology roadmap. PEC-KUMATA　生産技術コンサルタント

consulting Product List

1561～1590 item / All 1936 items

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SCM / Logistics Consulting Services

SCM / Logistics Consulting Services

If you are having trouble with SCM/logistics improvement, please consult with us!

Our company supports business growth through supply chain/logistics reform. Supply chain/logistics is a crucial element that supports business growth. At ProRed Partners, our professional team in supply chain/logistics assists with logistics reform across various areas, including strategy formulation, operational improvement, vendor management, and the development of supply chain/logistics personnel.

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Five Key Aspects of Business Trip Management to Confirm Now That Business Trips Have Resumed After COVID-19

Five Key Aspects of Business Trip Management to Confirm Now That Business Trips Have Resumed After COVID-19

Select and explain five particularly noteworthy management perspectives! Introducing a special feature column.

As of October 2022, with various countries, including Japan, easing entry and exit restrictions, there is a growing trend in overseas business trips among companies. The perspective on travel management changes with the times, but in 2019, when global travel was thriving, many companies focused on "reducing travel costs" and "shifting to online" solutions. So, after experiencing zero overseas business trips for two years, what should we focus on in our travel management now? We will select and explain five key management aspects to pay particular attention to. *For detailed content of the column, please refer to the related links. For more information, please check the PDF materials or feel free to contact us.*

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Workation and bleisure, which will become new ways of working.

Workation and bleisure, which will become new ways of working.

Explaining the difference between workation and pleasure! Introducing a special column.

Are you familiar with "workation," which combines work and vacation? It refers to working in resorts or tourist destinations, and its popularity has increased due to the rise of telecommuting during the COVID-19 pandemic. Workations can be broadly divided into two types based on the primary purpose: "vacation" or "work." When the main focus is on vacation, it offers the advantage of making it easier for busy individuals to take time off. *For more details on the column, you can view it through the related link. For more information, please refer to the PDF document or feel free to contact us.*

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What impact does SAF have on business trips?

What impact does SAF have on business trips?

An explanation of SAF/Sustainable Aviation Fuel! Introducing a special feature column.

SAF refers to aviation fuel produced from sustainable sources with low CO2 emissions. According to the International Air Transport Association (IATA), SAF is said to be capable of reducing emissions by up to 80% over its entire lifecycle. IATA has set a vision to support the long-term climate goals of the aviation industry and to increase the commercial use of SAF, with over 250,000 flights utilizing SAF since 2016. *For more detailed information, please refer to the related links. For further details, please check the PDF materials or feel free to contact us.*

  • Other polymer materials
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The purchasing policy before COVID-19 needs to be refined.

The purchasing policy before COVID-19 needs to be refined.

Explaining the importance of introducing a purchasing policy! Introducing a special feature column.

In 2020, the coronavirus spread globally, and realistically, both domestic and international business trips became impossible for a while. The time spent under travel restrictions has certainly led to changes in the mindset of both travelers and managers. Moving forward, creating a sustainable framework for business trips will become a necessary requirement. *For more details on the column, you can view it through the related link. For more information, please refer to the PDF document or feel free to contact us.*

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Changes in Airline and Hotel Procurement Due to the Corona Shock

Changes in Airline and Hotel Procurement Due to the Corona Shock

Explaining the increasing importance of share control! Introducing a special feature column.

As of early June 2020, the state of emergency in Japan has been lifted, and measures to ease travel restrictions are progressing, including the presentation of a roadmap. Many companies have imposed travel restrictions for several months since the beginning of the year, resulting in a significant decrease in business trips, with some companies experiencing zero travel opportunities during the restriction period. With the easing of travel restrictions, a recovery in the number of business trips is expected; however, it is anticipated that the volume of these trips will trend downward in the future. *For more details on the column, please refer to the related links. For more information, please check the PDF materials or feel free to contact us.*

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[Column] 7 The Life of a Small Business President: A Lifetime Devoted to Work

[Column] 7 The Life of a Small Business President: A Lifetime Devoted to Work

I would like to introduce a column article.

I wonder how many business leaders I've heard say, 'When I turn 60, I'll retire and do what I want to do.' However, the reality is often not so simple. This may be the fate of those chosen as business leaders. One president experienced rapid growth after 40 years of founding the company and at the age of 65. After graduating from junior high school, he moved to Tokyo from the Shikoku region and entered an apprenticeship. He learned the job and became independent with his wife. Business does not only thrive during good times; there are periods when performance is poor and bonuses cannot be issued, during which employees encouraged him by saying, 'Let's make this a profitable company.' When bonuses could not be given, he consulted with the president, and I began to help with building the company's foundation. Most of the executives had only completed junior high school. However, they were honest and hardworking individuals. Everyone struggled with the unfamiliar task of building a management foundation and took on the challenge. It took 40 years to establish the company, but after the foundation began to take shape, there was rapid growth. Through the president's perseverance, conviction, and foresight, the company has now grown into an indispensable leading company in the environmental sector for the region. That president shares his dreams with his employees. He speaks about it with genuine joy. I truly believe that growing during the twilight of a business leader's life is a wonderful thing.

  • Management Seminar
  • Management Skills Seminar
  • consulting

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[Column] 1. Building the Management Skills Required of Executives

[Column] 1. Building the Management Skills Required of Executives

I would like to introduce a column article.

■Just as there is technology in manufacturing, there is also technology in management. Small and medium-sized enterprises, which are directly affected by external environments, must build management technology; relying solely on the president's motivation and effort will not sustain them. It is essential to evolve from ad-hoc management and create rules, standards, and systems to generate profits, which constitutes management technology. The motivations for individuals to become managers vary. However, the fact that they are currently managers remains unchanged. A manager is the person responsible for operating an organization that has its own unique purpose and goals through economic activities, having chosen a specific industry or region. ■The Technology of Management When considering the work of a manager, it is not enough to have only the technology to sell products or to manufacture them. What is necessary there is management technology. We, as small and medium-sized enterprises, have been striving to survive, sweating from our bodies, squeezing wisdom from our brains, and pouring out passion from our souls, believing in a prosperous tomorrow, chasing dreams, and growing. The royal road of management is to continue to prosper; there are good times and bad times. The difference in management technology of a company lies in how long it can sustain good conditions and how quickly it can detect and escape from deteriorating situations.

  • Management Seminar
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[Column] Principles for Unifying Organizational Groups ⑤

[Column] Principles for Unifying Organizational Groups ⑤

I would like to introduce a column article.

The policy is the most important core of management operations. The policy is like a railway. To reach a destination as intended, taking a train is more likely to succeed than driving a car. This is because trains have tracks. Even if you drive carefully, you can still get hit, and if there is traffic, you won't reach your destination as planned. The company's policy is to lay down tracks so that all employees can fight with a clear direction throughout the year without confusion. This is embodied in the management plan. This policy is invisible. Therefore, it must be nurtured as if it were a living thing, requiring careful watering and sunlight, or it will quickly wither. A policy truly becomes a "policy" when it takes root and is infused with life. Infusing life means continuously communicating this to employees and ensuring it permeates throughout the organization. A plan with a policy generates joy and fosters growth, making its creation the most important task for management. The positioning of the policy is the fourth principle of unity. 〇 Direction for the future 〇 The core for this year's performance creation. Without a policy, there would be no function to connect the future with the current fiscal year. This would leave employees confused. In terms of management operations, it is crucial and serves as the backbone.

  • Management Seminar
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[Column] Why is cash flow chronically difficult?

[Column] Why is cash flow chronically difficult?

I would like to introduce a column article.

This is because no one but the president is considering cash flow. Cash flow refers to understanding the situation of incoming and outgoing funds in the future and quickly taking balanced measures. "Without sales, there is no business; without funds, there is no sustainability." This is a fundamental principle of management, and it must connect as naturally as breathing in and out. The inability to connect leads to the struggles of managers. A common trait of companies that fail to connect is the prevalence of specialists who are overly focused on their own areas of expertise. Specialists are those who have no interest beyond their own fields and pay no attention to other strategies necessary for running the company. They may be involved in sourcing materials, producing products, and selling them, but they only care about delivery and inspection, completely ignoring the subsequent collection of payments and payment for purchases. Such individuals will likely insist that when the company runs out of funds and cannot issue bonuses, they have worked hard and increased sales, so why is this happening? The principle that management cannot exist without funds is fundamental, and the lack of awareness regarding cash flow makes the situation even more troublesome.

  • Management Seminar
  • Management Seminar
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[Column] Think of management as participation by all employees, not just the president alone.

[Column] Think of management as participation by all employees, not just the president alone.

I would like to introduce a column article.

Participation means thinking for oneself, making judgments, taking action, and accepting responsibility. It involves suffering, enjoyment, joy, and a sense of fulfillment from being needed. In small and medium-sized enterprises, there are basic hierarchical levels such as owners, executives, senior staff, mid-level employees, and general employees. Although each has different roles, the effort of all employees towards the same goal remains unchanged. A common issue in small and medium-sized enterprises is that "the management's policies do not permeate thoroughly." This phenomenon occurs because there is no employee participation mindset. Recently, more companies have been creating management plans, but there are commonalities in the methods of companies where policies are not permeated or thoroughly implemented. In such cases, the owner creates the management policy, sets numerical goals, and then holds a presentation. While this approach is good for the owner in terms of summarizing policies and numbers, problems arise in the point of concretization. This is because the owner creates it alone, leading to the absence of the "functions of product strategies, tactics, and operations that embody the policy" within the company.

  • Management Seminar
  • Management Seminar
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[Column] Why do employees rely too much on the president?

[Column] Why do employees rely too much on the president?

I would like to introduce a column article.

This is because the value judgment criteria of the management are not instilled in the employees. It superficially resembles the separation of parents and children, but the parent-child relationship eventually evolves into mutually independent individuals. However, employees tend to be overly dependent on the president for too long. In a parent-child relationship, independence is fostered by teaching the values, behaviors, and ways of acting expected of adults. However, in small and medium-sized enterprises, there is a lack of ingenuity in transplanting the management's value judgment criteria to the employees. For example, when it comes to business figures, they do not understand the meaning of the numbers and cannot utilize them. As a result, they distance themselves from the figures, and especially in terms of cash flow, there are too many companies that are 100% dependent on the president. Because they do not know how to make judgments, they end up seeking the president's opinion. The highest decision-maker in the company is the management, and by having many employees understand the management's value judgment criteria, they will be able to make their own judgments. This will reduce their dependence on the president. It is not that employees in small and medium-sized enterprises lack ability and therefore cannot do it; rather, it is simply that they have not done it before, so they cannot do it now. The abilities we ordinary people possess are not significantly different.

  • Management Seminar
  • Management Seminar
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[Column] Why are small and medium-sized enterprises' organizations fragmented?

[Column] Why are small and medium-sized enterprises' organizations fragmented?

I would like to introduce a column article.

This is because there is no recognition that "companies are living entities." Being disjointed means not being unified. The basic flow in organizational management is (1) purpose (2) goals (3) policies (4) organization (5) plans (6) roles (7) schedules (8) implementation (9) results (10) distribution. When replaced with management measures, this becomes management philosophy, vision, management policy, and management. Recently, small and medium-sized enterprises have been creating philosophies, drafting management plans, revising wage systems, and introducing management systems, yet they still remain disjointed. This is because each management measure is constructed on a whim, resulting in a patchwork state full of mismatches. For example, there is no correlation between the content of the plan and the content of the personnel evaluation, making it ineffective despite the time and effort invested. "Rules and standards mean crossing when the light is green and stopping when it is red," and it is because these are followed that the traffic society functions. Small and medium-sized enterprises become disjointed because they either do not have established rules and standards for running the company, or if they do exist, only a few people know them, or even if they know them, they do not adhere to them.

  • Management Seminar
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[Column] Two Types of Work Required from All Employees

[Column] Two Types of Work Required from All Employees

I would like to introduce a column article.

The rapid evolution represented by AI will bring new possibilities and benefits to human life, but what is important is not only how to utilize this change but also to define new perspectives and ways of thinking that accompany it, without clinging to past common sense. As times shift, this is only natural. In a mature society where work becomes more complex, all employees in an organization are required to perform two types of jobs: operational tasks and team management. And it is Sure Management that makes this possible. So, what is Sure Management? As diverse leadership is required to move teams, there are increasing cases where a single leader cannot handle the situation. In the current environment, while there is work available, many companies cannot respond due to a lack of human resources (capabilities and numbers). In this environment, it is important not for a few individuals to manage the organization concurrently, but to establish JOB leaders for each necessary role function, enabling all employees to move the team, change the standard level within the organization, and elevate the level of all employees. To achieve this, it is essential to grant authority for each necessary role function and provide opportunities for individuals to take on leadership roles in their respective functional areas.

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

I would like to introduce a column article.

■Stabilization Period When looking at the stabilization period in terms of sales, it is about 500 million yen for manufacturers, around 1 billion yen for wholesalers, and about 700 million yen for retailers. Entering the stabilization period brings two significant changes within the company. The first is that comparisons to the previous year can begin to be made. The second is that management starts to distance itself from the front lines. In small and medium-sized enterprises, the president leads from the front and drives growth. However, once in the stabilization period, it becomes necessary to have a factory manager to oversee the factory and a sales manager for sales. As a result, the need arises for management to step away from day-to-day operations and shift the company's direction towards organizational management. The number of employees also grows from 10 to 20, and from 20 to 30. It becomes difficult for the president to remain the top leader on the ground indefinitely. The president must shift gears to focus on management tasks. In other words, without building management techniques suited to the company, further growth cannot be expected.

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

I would like to introduce a column article.

■Growth Trajectory from the Expansion Growth Phase As we enter the expansion growth phase and aim to become a 10 billion yen company, we transition into the expansion growth period. The expansion growth phase allows for a system that can aim for a 10 billion yen company through multifaceted development and the introduction of multifunctional capabilities. To surpass 5 billion and aim for 10 billion, it is essential to enhance the multifaceted development and the content of multifunctionality. Expansion means "to broaden and also enrich the content." Without enriching this content, one cannot become a 10 billion yen company. The growth speed of a company is certainly faster than that of individuals. However, the key is how to eliminate this speed gap. During this period, it is necessary to shed the "management style of the king and the pawn" and give birth to "executive managers." The growth trajectory of small and medium-sized enterprises is from the birth phase to the expansion growth phase. ■A Good Company is One that Continues to Prosper Your company may have dreams and visions such as "I want to surpass 1 billion," "I want to surpass 3 billion," or "I want to surpass 5 billion." On the other hand, there is also the perspective that our company is fine at 700 million. This is one way of thinking. A company is not necessarily a good company because it is large, nor is it a bad company because it is small. A good company is one that continues to prosper.

  • Management Seminar
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[Column] Characteristics of Companies Where Long-Standing Executives Are Likely to Emerge

[Column] Characteristics of Companies Where Long-Standing Executives Are Likely to Emerge

I would like to introduce a column article.

■A Company Experiencing Rapid Growth The growth of a company is proportional to the speed of growth of its management, but not to the speed of growth of its employees. As the scale of the company grows, it is necessary to change the gears of organizational management. At that time, it is often the case that executives who have worked hard together since the founding are unable to adapt to changes in management methods such as public management, and signs of power harassment from positions begin to emerge. ■A President Who Is Too Compassionate The management is aware that the growth of the founding executives is slow due to the company's rapid growth. Compassionate managers are patient and endure, but they worry daily about the perspectives of mid-level and junior employees. During the growth phase of the company, where significant changes in steering methods are required for various reasons, gaps within the company frequently occur. ■A Company Where Mid-Level and Junior Employees Are Growing Compared to Founding Members The gap in work capabilities between founding members and mid-level and junior employees has diminished. If founding members lack management skills, the differences in work will disappear, making it difficult for them to maintain their positions and status. *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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関税率などに基づいて、最適なFTA/EPAを提案

関税率などに基づいて、最適なFTA/EPAを提案

関税率まで調査した物流提案が可能。比較例を掲載した資料を進呈中。抽選10名様にコーヒー豆プレゼント

当社では、関税率や原産地規則などの複数の要素に基づき、複数のFTA/EPAを 一括検索・比較検討し、物流コストの削減に向けた提案を行うサービスを提供しています。 64のFTAをカバーし、29か国＋EUの協定を対象に、 自社製品の輸出や調達コスト削減を実現する提案が可能です。 海外の輸入関税率などを、時間をかけずに即座に調査・比較できる体制を整えており、 調達においては仕入先や生産国も含めたトータルでの物流提案が可能です。 【特長】 ■海外の輸入関税率も即座に確認 ■関税率や原産地規則に基づきFTA/EPAを一括検索・比較 ■FTA/EPA活用の提案により関税率が低減できた実績あり ■関税率の将来推移を踏まえた提案も可能 ■アンチダンピング関税やトランプ関税にも対応 ※比較例を掲載した資料を無料進呈中！資料をダウンロードいただいた方を対象に、 　抽選で10名様にコーヒー豆をプレゼントいたします。 　（ダウンロード対象期間：2026年1月11日まで）

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[Column] Career Consultation

[Column] Career Consultation

I will introduce in a column about assisting with starting a business from side jobs and side occupations.

This column features content related to career consultations. It has been a while since the topic of "work style reform" began to be questioned, but even when we say "work style" in one word, interpretations and perceptions vary. Furthermore, it is a matter that also involves the lives of the individuals and their families, making it quite a challenging issue. Additionally, with increasing diversity comes greater uncertainty, and we are now in an environment where we may not know what we will be doing in 5 or 10 years. Are you prepared for that mindset and those preparations? Therefore, I would like to assist you in planning your future life while taking stock of your own career and skills. [Content Overview] ■ Introduction ■ Program Overview ■ Application *Detailed content of the column can be viewed through the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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Factory health diagnosis

Factory health diagnosis

"To the world's top manufacturing site" Even if things are going well now, uncertainty about the future cannot be avoided. Looking ahead, would you like to have a health check-up?

Although things are going well now, future uncertainties cannot be avoided. To maintain the health of the factory in three years better than now, please consider this tool. By using this tool, 【Managers can quickly identify issues and areas for improvement on the shop floor.】 Would you like to evaluate your company together with our improvement consultants? You will uncover challenges you weren't aware of, and your strengths and weaknesses will become clear. Once clarified, you can develop strategies to enhance strengths and overcome weaknesses. The first step is to implement it yourself! That’s the purpose of the "health diagnosis." For the factory health diagnosis, 【We use a tool developed uniquely by our company based on the Toyota Production System.】 This is not a diagnosis based on bookkeeping; it allows you to understand the strengths and weaknesses on the shop floor and know where to start making improvements.

  • Company：T.M.A.
  • Price：10,000 yen-100,000 yen
  • Management consultant/Small business consultant
  • consulting

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Support for beverage reuse businesses in accordance with PPWR

Support for beverage reuse businesses in accordance with PPWR

Compliance with PPWR, clearing legal requirements for reusable packaging, and achieving a sustainable business.

In the beverage industry, compliance with the PPWR (Packaging and Packaging Waste Regulation) is essential for reusable packaging. In particular, the obligation to label packaging materials and ensure their recyclability is crucial. The PPWR mandates the assessment of packaging compliance and requires new standards for the design, labeling, and waste management of reusable packaging. Addressing the PPWR not only contributes to legal compliance but also helps reduce environmental impact and enhances the company's brand image. Our company supports compliance with the PPWR and assists your sustainable business. 【Usage Scenarios】 - Design and manufacturing of reusable containers - Optimization of packaging labeling - Establishment of recycling schemes 【Benefits of Implementation】 - Achievement of compliance with the PPWR - Increased efficiency of reusable packaging - Reduction of environmental impact

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IT and System Consulting Services

IT and System Consulting Services

Leave small-scale business improvement development and large-scale system development to us!

Our "IT and System Consulting Services" offer a wide range of support, including small-scale business improvement development, large-scale system development, environmental improvement facility construction, and the implementation of production systems. In business improvement development, we can assist with the selection and implementation support of low-cost package products, as well as proposals for the digitization of paper-based operations. 【Process until Implementation】*This is an example of progress for large-scale systems. 1. Inquiry 2. Hearing and Demo Implementation 3. Requirements Definition 4. Design 5. Development 6. Implementation Support 7. Production Operation *For more details, please download the PDF or feel free to contact us.

  • Other contract services
  • Other production and development software and systems
  • Other Software
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Technical consulting

Technical consulting

We will dispatch engineers to assist with improving technology and reducing costs!

Our company provides technical consulting to reform industrial sites into better environments from the perspective of management and risk management. We offer consulting services in human resource development, equipment maintenance education, and manufacturing technology enhancement support, helping to improve technology and reduce costs. 【Service Contents】 ■ Human Resource Education Consulting ■ Equipment Maintenance Education Consulting ■ Compliance Consulting for Industrial Waste Disposal Companies ■ Cost Reduction Consulting – Assisting with cost reduction (profit increase) in manufacturing and services ■ Manufacturing Technology Enhancement Support Consulting *For more details, please download the PDF or contact us.

  • Technical Seminar
  • consulting

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What role should MES play in the smart factories of the future? Free seminar.

What role should MES play in the smart factories of the future? Free seminar.

What are the 'ideal system image' in smart factories and the 'significance of MES implementation'?

As we move towards a full-fledged start of factory DX and smart transformation, many new members have likely been appointed. In today's market, where keywords like smart factory and factory DX are abundant, we have met with many of these individuals. However, the reality is that few customers can grasp the overall picture amidst the multitude of smart factory keywords. Engaging in activities without a clear vision of the overall picture that the company should aim for carries significant risks, not just limited to the smart transformation of factories. Therefore, at the Smart Factory Research Institute, we propose an overall picture centered around MES as one solution for our customers. In this seminar, we will introduce the role of the MES system, taking into account the overall picture of smart factories. This seminar is a must-see and must-hear for those who feel the necessity of MES intuitively but struggle to visualize it concretely. *This seminar is a rebroadcast of the same titled event in November 2024.*

  • Production Management System
  • consulting

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Free Seminar: PLM Strategies to Accelerate Smart Factories

Free Seminar: PLM Strategies to Accelerate Smart Factories

In this seminar, you will learn how to use various systems (PLM, ERP, MES) for building a "factory management system"!

What is needed to realize the smartification of factories? The key to the ideal smart factory is the optimization of the entire factory. Partial optimization does not lead to increased productivity. Therefore, we believe that it is crucial to establish an IT system, what we call a "factory management system," to control the site, centrally manage site information, and visualize it as actual vs. planned. In this seminar, we will discuss the connections that the three systems—PLM, ERP, and MES, which are components of the "factory management system"—should have, and how MES, as the intersection with the supply chain, should be considered when starting from PLM, which is the engineering chain. We will focus on the role that PLM should play based on insights and achievements related to ERP and MES, making this content essential for those responsible for considering system mapping for the entire factory, as well as for everyone in the design and development departments.

  • PDM
  • consulting

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[Free Seminar] What You Should Know "Now" for Building a Smart Factory

[Free Seminar] What You Should Know "Now" for Building a Smart Factory

Points to keep in mind precisely because the new system is starting "now."

This month's MES seminar will continue from last month, focusing on solving the challenges faced by those who have taken on the mission of planning and realizing factory DX and smart factory strategies. To realize a smart factory, it cannot be achieved by simply implementing a single system; it is essential for other members within the company to have a broad understanding of how each system implementation activity connects to the next. Misunderstanding this point can lead to unnecessary backlash or excessive expectations. This time, while organizing the roles and expected effects of the MES system, which is at the core of the smart factory, we will convey a phased approach to realizing the smart factory concept. As this is important information that we would like the responsible personnel to be aware of during this time, we encourage you to participate.

  • Production Management System
  • consulting

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[Online Seminar] Recommendation for Smart Factories - Session 1

[Online Seminar] Recommendation for Smart Factories - Session 1

We are starting a series to share the insights we have gained from the manufacturing industry for everyone who is about to begin building smart factories!

Starting this month, we will be holding a series of seminars titled "Recommendations for Smart Factories," inspired by the bestselling book "Encouragement of Learning" by Yukichi Fukuzawa from the Meiji era. "Encouragement of Learning" not only emphasizes the importance of education but also advocates for a change in consciousness among the citizens of a modern nation. In the same way, it may be difficult for smart factories to succeed solely through clever tricks, even while utilizing cutting-edge technologies. We have had the opportunity to work with many manufacturing clients, and I hope that the insights and knowledge we have gained will be beneficial to everyone. The first session will focus on common concerns that we often hear from our clients. I will base my discussion on our past experiences and real examples, so if you are looking to organize your path toward building a smart factory, please join us.

  • Management Seminar
  • consulting

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[Free Seminar] Overcoming the Divide Between Design and Manufacturing! Introduction to PLM

[Free Seminar] Overcoming the Divide Between Design and Manufacturing! Introduction to PLM

How effective is PLM in solving common issues in the design field?

This month's PLM seminar will continue from last month, focusing on themes aimed at solving the challenges faced by those who have taken on the mission of planning and realizing factory DX and smart factory strategies. "I struggle with the rework and inter-departmental adjustments that arise with every design change." "It takes a lot of effort to find design information scattered across Excel and emails." "Feedback from manufacturing engineering is not utilized in design." If you resonate with these issues, the concept of PLM (Product Lifecycle Management) may be effective for you. In this seminar, an instructor with ten years of experience in design to mass production will clearly explain the basics of PLM as an information infrastructure that spans design to manufacturing, particularly focusing on the organization of BOM/BOP, incorporating real-world experiences. By clarifying how to solve common on-site challenges through BOM/BOP organization and the expected benefits, you will likely feel compelled to try out what you learn, and understand why companies are reconsidering and implementing PLM now more than ever. This is important information that we would like all responsible personnel to be aware of at this time, so please do join us.

  • PDM
  • consulting

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Recommendation for Smart Factories: Episode 2 - What I Learned from the Latest Digital Factory

Recommendation for Smart Factories: Episode 2 - What I Learned from the Latest Digital Factory

We are currently holding a series to share insights we have gained from the manufacturing industry for everyone who is about to start building smart factories!

In the second installment of the "Recommendations for Smart Factories" series, I will discuss insights gained from visits to smart factories abroad. I have previously touched on Siemens' smart factory visit in another seminar, so there may be some redundancy. However, since another member of our company visited as part of a different project recently, I will include new insights as well. I hope to introduce the state of cutting-edge factories and the initiatives that support them, to the extent that I am able to share.

  • Production Management System
  • consulting

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Seminar: AI Utilization Topics in Smart Factories (June 2025)

Seminar: AI Utilization Topics in Smart Factories (June 2025)

Introduction to Generative AI and AI Agents

【Themes and Overview by Date】 1. Accelerating DX in Manufacturing with Generative AI - Introducing Utilization Methods from Streamlining White-Collar Operations to Innovating Manufacturing Processes - Held on June 19 Recently, generative AI has undergone remarkable evolution. While there is great anticipation for its potential, many may still wonder, "How can we specifically utilize it in our company?" This seminar will clearly introduce the transformations brought about by generative AI and specific utilization methods for those in the manufacturing industry facing such concerns. 2. Transforming the Workplace! Utilizing AI Agents in Manufacturing - Held on June 26 The movement to utilize generative AI as "AI agents" is accelerating in the manufacturing sector. Conversational AI, like ChatGPT, has exploded in popularity due to its user-friendly chat interface and is designed with a focus on human communication. However, AI agents can think and act independently to achieve goals. This seminar will provide a clear explanation of the mechanisms of AI agents and present examples of tasks they can handle in manufacturing settings.

  • others
  • consulting

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