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  1. シバタ経営 Aichi//Service Industry
  2. テクノ経営総合研究所 Osaka//Service Industry
  3. ＮＸ総合研究所 Tokyo//Service Industry
  4. 4 マイスター・コンサルタンツ Tokyo//Educational and Research Institutions
  5. 5 Scene Tokyo//software
企業ランキングへ

Management Consultingの製品ランキング

更新日： 集計期間:Apr 08, 2026～May 05, 2026
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  1. What is VPM? A unique management method -VPM- テクノ経営総合研究所
  2. 3D document tool "3D Docs" Scene
  3. NANO #1 Stopping the use of cutting oil and processing with tap water to improve factory issues. 東京印刷機材トレーディング
  4. 4 [Data] Right Person in the Right Place Management: Creating the Strongest Organization シバタ経営
  5. 4 To those organizing lectures and training sessions: "Big Picture Thinking Seminar" シバタ経営

Management Consultingの製品一覧

181～207 件を表示 ／ 全 207 件

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2024 Problem Countermeasures! Case Study on the Introduction of "Jobtan" for Work Style Reform at Construction Sites

2024 Problem Countermeasures! Case Study on the Introduction of "Jobtan" for Work Style Reform at Construction Sites

Responding to the overtime work limit regulations in the construction industry! "Jobtan" visualizes employees' work styles and supports the creation of a sustainable work environment.

The work time measurement tool "Jobtan" is a tool that measures work hours through the integration of a smartphone app and the web. By simply tapping a button displayed on your smartphone during work, you can accumulate a history of your daily tasks, and the collected data can be managed collectively via the web. Furthermore, using the analysis tools we provide, you can easily output summary graphs. 【Features】 ■ Easy operation on smartphone ■ No need for handwritten daily reports ■ Supports work style reform ■ Records job details, allows input of notes and quantities ■ Easy work sampling ■ Understanding of work productivity (KPI) ＼ For more details, please check "Download Catalog" ／

  • Process Control System
  • Production Management System
  • Other production management systems
  • Management Consulting

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Breaking away from paper daily reports! What are the identified areas for improvement in the manufacturing site by quantifying work performance?

Breaking away from paper daily reports! What are the identified areas for improvement in the manufacturing site by quantifying work performance?

Visualizing the work details by team that could not be grasped with analog work reports. Introducing examples of how "Jobtan" contributed to productivity improvement in traditional manufacturing sites!

The work time measurement tool "Jobtan" is a tool that measures work hours through the integration of a smartphone app and the web. By simply tapping a button displayed on your smartphone during work, you can accumulate a history of your daily tasks, and the collected data can be managed collectively via the web. Furthermore, using the analysis tools we provide, you can easily output aggregated graphs. 【Features】 ■ Easy operation via smartphone ■ No need for handwritten daily reports ■ Supports work style reform ■ Records job details, with options to input notes and quantities ■ Simple work sampling ■ Understanding of work productivity (KPI) ＼ For more details, please check by downloading the catalog ／

  • Process Control System
  • Production Management System
  • Other production management systems
  • Management Consulting

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Director and Chief's Work Style Reform! A Time Measurement Tool to Visualize Operations in the Construction Industry.

Director and Chief's Work Style Reform! A Time Measurement Tool to Visualize Operations in the Construction Industry.

A digital tool that makes the work of directors and managers visible! It supports the review of efficient division of labor and training systems through the visualization of working hours.

The work time measurement tool "Jobtan" is a tool that measures work hours through the integration of a smartphone app and the web. By simply tapping a button displayed on your smartphone during work, you can accumulate a history of your daily tasks, and the collected data can be managed collectively via the web. Furthermore, using the analysis tools we provide, you can easily output summary graphs. 【Features】 ■ Easy operation on smartphone ■ No need for handwritten daily reports ■ Supports work style reform ■ Records tasks, and allows input of notes and quantities ■ Simple work sampling ■ Understanding of work productivity (KPI) ＼ For more details, please check "Download Catalog" ／

  • Process Control System
  • Production Management System
  • Other production management systems
  • Management Consulting

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What is a method to visualize the uneven workload in cell production?

What is a method to visualize the uneven workload in cell production?

Simultaneously measure working hours and location information. This tool visualizes load imbalances and unnecessary movements, and can be used for multi-skilled development and improvement activities.

The work time measurement tool "Jobtan" is a tool that measures work hours through the integration of a smartphone app and the web. By simply tapping a button displayed on your smartphone during work, you can accumulate a history of your daily tasks, and the collected data can be managed collectively via the web. Furthermore, using the analysis tools we provide, you can easily output aggregated graphs. 【Features】 ■ Easy operation on smartphones ■ No need for handwritten daily reports ■ Supports work style reform ■ Records tasks, with the ability to input notes and quantities ■ Simple work sampling ■ Understanding of work productivity (KPI) ＼ For more details, please check "Download Catalog" ／

  • Process Control System
  • Production Management System
  • Other production management systems
  • Management Consulting

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Consulting for the manufacturing industry

Consulting for the manufacturing industry

[Consulting for Manufacturing Industry] Solving your concerns, such as wanting to streamline current operations with generative AI!

Our company leverages expertise in generative AI to provide consulting and support for system development in the manufacturing industry. We specialize in business planning and research on system development utilizing cutting-edge technology, particularly in developing systems that use generative AI and combining existing systems with generative AI for business support. Please feel free to contact us when you need our services. 【Service Offerings】 ■ Customized responses using generative AI, analyzing customer requests and providing improvement proposals ■ Generative AI recommending products based on customer preferences ■ Detecting fraud with generative AI and responding immediately *For more details, please refer to the related links or feel free to contact us.

  • Other services
  • Management Consulting

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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
  • Management Consulting

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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
  • Management Consulting

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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
  • Management Consulting

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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
  • Management Consulting

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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

I would like to introduce a column article.

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
  • Management Consulting

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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
  • Management Consulting

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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
  • Management Consulting

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[Column] Unique Strategies of Our Company

[Column] Unique Strategies of Our Company

I would like to introduce a column article.

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
  • Management Consulting

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[Column] Key Points on the Income Statement for Selecting the Fiscal Month

[Column] Key Points on the Income Statement for Selecting the Fiscal Month

I would like to introduce a column article.

A year consists of 12 months, and it is a battle of 12 rounds. There are various ways to fight, but in principle, "early half dam-type management is good." Early half dam-type management means securing 60-70% of the annual required operating profit in the first half of the year, specifically from April to September in the case of a March fiscal year-end. From a different perspective, ideally, a year with 12 rounds would be a battle of 12 wins and 0 losses, but in reality, it is more like 10 wins and 2 losses or 9 wins and 3 losses. If we assume 9 wins and 3 losses, it means selecting the fiscal month in such a way that 5-6 of those wins occur in the first half of the year. The reason why the first half is better is that it allows for flexibility in searching for products during months when a deficit is expected in the second half, and it also provides leeway for preparing measures for the next fiscal year. Companies that rely on a second-half push often exhaust their resources before reaching the fiscal month, resulting in delayed responses for the next period. *For more detailed content of the column, please refer to the related links. For further inquiries, feel free to contact us.

  • Management Seminar
  • Management Consulting

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Management consulting services

Management consulting services

We strongly support our customers' diverse businesses from the system and application perspective!

In our "Management Consulting Services," we offer consultations and proposals for advanced ICT implementation and the introduction of FinTech solutions. Additionally, our company specializes in overseas business and is also available for consultations regarding the global expansion of your products and services or entering foreign markets. Please feel free to contact us. 【Related Services】 ■ Vietnam Market Entry Support Services ■ Translation Services *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant
  • Translation/Interpretation
  • Management Consulting

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Approach to Developing New Customers

Approach to Developing New Customers

The productivity of acquiring new customers has improved! The sales capability of the organization is enhanced.

Amid environmental changes such as population decline and intensified competition with overseas markets, the expected increase in orders from existing clients has not progressed as anticipated, making the development of new customers increasingly important. However, due to the impact of the COVID-19 pandemic, acquiring new customers has become more challenging than ever. In this training, we will consider methods for developing new customers and reviewing sales strategies for small and medium-sized enterprises to survive in the transitioning environment from with-COVID to post-COVID, using our own company as a theme. [Features] - The productivity of new customer acquisition improves through efficient customer approaches. - The development of new customers evolves from individual skills to organizational skills, enhancing the sales capability of the organization. - By objectively analyzing customer trends within the company, we will formulate hypotheses for new customer acquisition and develop an action plan tailored to our company. *For more details, please refer to the PDF materials or feel free to contact us.

  • Sales Skills Seminar
  • Management Consulting

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Human Resource Management Equation: Bonus Distribution Based on Contribution Level

Human Resource Management Equation: Bonus Distribution Based on Contribution Level

The base for bonuses should be linked to the company's performance! Here is an introduction to the thinking behind individual distribution of bonuses.

Bonuses are not determined by simply multiplying the basic salary by a certain number of months. Instead, the total bonus pool is first decided based on the overall profits of the company. Once the bonus pool is established, it is then distributed to individuals according to their contributions, making it easier to understand as a two-step process. Since bonuses are essentially a way to distribute company profits to employees, it would be ideal to allocate them fairly based on each employee's "contribution to profit." *For more details, you can view the related links. Please feel free to contact us for more information.*

  • Management Seminar
  • Management Consulting

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Human Resource Management Equation: The Role of Top Management

Human Resource Management Equation: The Role of Top Management

Explaining the necessity of sharing management goals and the role that top management should play!

Even small businesses with dozens of employees must have a clear strategy to ensure they achieve results and survive in market competition. Small businesses need to leverage their strengths, find niche markets, and build entry barriers that others cannot breach. By swiftly identifying market opportunities and demonstrating agility in product and service development, they can rapidly gain market share and establish a competitive advantage. They cannot invest resources in large amounts like big corporations. They must aim for the largest possible results with the smallest possible input. This requires meticulous strategy, and for that, objective management goals are necessary. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

  • Management Seminar
  • Management Consulting

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[Seminar] Finding the Strongest Right-Hand Man

[Seminar] Finding the Strongest Right-Hand Man

We will share techniques for building relationships to grow and find your "destined partner"!

We would like to introduce our seminar titled "Finding the Strongest Right-Hand Person." The success of management greatly changes based on who you meet and who you collaborate with. Moreover, this partner is not limited to business partners within the company. Meeting employees who will become the right hand of the president and future executive candidates is the most important "management encounter" that will influence the future of the company. Successful managers discover such "rising partners" within the company and grow together with them. In this lecture, we will share relationship-building techniques to uncover the "destined partner" hidden within future encounters and foster growth. 【Specific Lecture Content】 ■ The success of management is about partnering with "rising individuals." ■ Management changes with the encounter of a destined partner. ■ Who is the destined partner, and where can they be found? ■ The destined partner = the strongest partner. ■ How to meet your partner before time runs out. *For more details, please refer to the related links or feel free to contact us.

  • Management Seminar
  • Management Consulting

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【資料】適材適所マネジメント：幹部の登用と育成

【資料】適材適所マネジメント：幹部の登用と育成

誰と出会い、誰と結びあい、誰と生きていくのか。人を瞬間で「見抜く力」は万能

本資料では、幹部の登用と育成について解説しております。 適材適所マネジメントの入り口となるケースや組織の幹部に求められる 3つのスキルについて解説。 参考になる一冊ですので、ぜひご一読ください。 【掲載内容】 ■「人との関係づくり」が全て ■ケース：適材適所マネジメントの入り口 ■組織の幹部に求められる3つのスキル ■人を見抜く眼を持つ ■幹部のあるべき姿 リーダーシップ ※詳しくはPDFをダウンロードしていただくか、お気軽にお問い合わせください。

  • Management consultant/Small business consultant
  • Management Consulting

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[Data] Right Person in the Right Place Management: Creating the Strongest Organization

[Data] Right Person in the Right Place Management: Creating the Strongest Organization

The greater the challenge, the stronger the power to rise becomes. "The power to overcome" is the essence of management ability.

This document explains management by placing the right person in the right position. It includes detailed information on the principles of management and the "two weapons" that lead to success in life and business. This is a helpful book, so please take a moment to read it. [Contents] ■ The fortune and overall view for the next five years ■ Management that rises against the current is based on "inspiration" ■ Principles of management ■ The "two weapons" that lead to success in life and business ■ The ability to see through people ■ Creating an environment where individuals can demonstrate their strengths through personality analysis *For more details, please download the PDF or feel free to contact us.

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  • Management consultant/Small business consultant
  • Management Consulting

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To those organizing lectures and training sessions: "Big Picture Thinking Seminar"

To those organizing lectures and training sessions: "Big Picture Thinking Seminar"

With a passion like fire, become the leading role of the next era.

Shibata Management Co., Ltd. will hold a "Big Picture Thinking Seminar" as a publishing lecture. ■ Recommended for those who: - Organize lectures and training sessions at chambers of commerce and corporate associations - Want to draw a compass for the future based on the fact that "the future is predetermined" - Wish to examine the past, understand their current position, and envision the future - Want to know their suitability and management style as a business owner - Seek to understand the significance of managing with a compass *For more details, please feel free to contact us.

  • Management Seminar
  • Management Seminar
  • Management Skills Seminar
  • Management Consulting

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[TMS Implementation Case] The advantage is that it can be immediately applied to current operations.

[TMS Implementation Case] The advantage is that it can be immediately applied to current operations.

An introduction to examples where the workplace atmosphere has visibly changed.

We would like to introduce a case study of the implementation of TMS at Shimpō Information Systems Co., Ltd. In management positions, "strengthening communication" has been emphasized, and typically, the collaboration between supervisors and employees regarding task requests, instructions, and reports has been effective. However, there was a lack of understanding of "horizontal collaboration," meaning that employees were not aware of the work methods and issues of their neighboring colleagues or other employees within their group. After the implementation, a sense of camaraderie and teamwork emerged, naturally leading to revitalization in the workplace. We have received feedback that the atmosphere in the workplace has visibly changed. [Case Overview] ■ Challenge: There was a lack of understanding of the work methods and issues of other employees. ■ Effect: There has been an increase in time spent thinking about improving productivity and quality. *For more details, please refer to the related links or feel free to contact us.

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【ESG・GX・SDGs】Management Issues: Energy-related Issues

【ESG・GX・SDGs】Management Issues: Energy-related Issues

Energy-related issues, solving visible challenges! The optimal solution towards achieving goals!

In response to energy-related issues (such as visibility of CO2 emissions, visibility and reduction of energy costs, etc.), we provide solutions to various challenges by leveraging partnerships and networks with companies that have specialized consulting and problem-solving solutions. Related to ESG management and SDGs. Addressing initiatives for carbon neutrality and GX / energy-saving measures / visibility and reduction of CO2 emissions, among others. We explore and introduce companies that possess appropriate specialized consultants and solutions to the management challenges faced by businesses, supporting the rapid and efficient resolution of corporate management issues. 【Benefits of Using Our Services】 ■ Access to experts who can provide insights on formulating and implementing strategies to reduce corporate CO2 emissions. ■ Support in identifying energy losses and measures associated with energy reduction activities. ■ Ability to explore companies that offer energy-related solutions. ■ Interest in incorporating ESG management perspectives into business plans. ■ Selection of specialized consultants/advisors and related solution companies. ■ Optimization of the use of specialized consultants/advisors and related solution companies. *For more details, please feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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