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Management Consulting Product List and Ranking from 26 Manufacturers, Suppliers and Companies

Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.

Management Consulting Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.

  1. テクノ経営ウェブソリューションズ Osaka//others
  2. テクノ経営総合研究所 Osaka//Service Industry
  3. マインズコンサルティング Kanagawa//Service Industry
  4. 西牟田コンサルティング Aichi//Service Industry
  5. マイスター・コンサルタンツ Tokyo//Educational and Research Institutions
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Management Consulting Product ranking

Last Updated： Aggregation Period:Sep 17, 2025～Oct 14, 2025
This ranking is based on the number of page views on our site.

  1. What is VPM? A unique management method -VPM- テクノ経営ウェブソリューションズ
  2. [Explanation] Toyota-style (Revised) Problem-Solving Method [Excerpt from Case Studies] 西牟田コンサルティング
  3. Approach to Developing New Customers マインズコンサルティング
  4. [Company Interview] Domestic Interview (4) Meiden Corporation テクノ経営総合研究所
  5. 4 3rd Anniversary Seminar of the Thailand Local Corporation (TMCT) (Held in Thailand on March 22) テクノ経営総合研究所

Management Consulting Product List

31～45 item / All 65 items

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Business and Customer Value ★Human Resource Management Equation-3★

Business and Customer Value ★Human Resource Management Equation-3★

To consider human resource management in companies, we will examine what a "company" is.

This time, I would like to change the perspective a bit and talk about "business and customer value." The entity that conducts business and creates customer value (the benefits received by customers) is the company. Within that company, human resource management is carried out. To consider human resource management in a company, it is necessary to understand what a "company" is. However, even when we refer to a company, there are various forms and stages. Therefore, to make the discussion easier to understand, this time we will focus on individual businesses, which are the initial or preliminary stage of a company. - The formation of individual businesses - The value brought to customers and marketing - Income and risks of individual businesses - The functions and roles of companies *For more detailed content of the article, you can view it through the related links. For more information, please feel free to contact us.

  • Management Seminar

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[Case] Transition to a Point-Based Retirement Allowance and the Centralized Retirement Mutual Aid System

[Case] Transition to a Point-Based Retirement Allowance and the Centralized Retirement Mutual Aid System

Ensure stable management!! Review of the retirement benefit system linked to wages (final basic salary) → transition to a point-based retirement benefit system ~ Introduction of consulting case studies ~

We would like to introduce a case at Company J regarding the transition to a point-based retirement benefit system and the transfer of qualified retirement pension accumulated assets to the Small and Medium-sized Enterprise Retirement Allowance Mutual Aid System. At the company, there was concern that the retirement benefit amount required for payment would increase at an unexpectedly high pace as employees' years of service continued to grow under the retirement benefit calculation method of "basic salary at retirement × payment rate based on years of service × multiplier based on reason for retirement." Through consulting, the transition to a ★point-based retirement benefit★ eliminated the concern that increases or decreases in basic salary would directly affect the retirement benefit amount, thereby establishing a foundation for operating a merit-based wage system in line with its original intent and purpose. 【Background and Issues】 ■ The previous retirement benefit calculation method resulted in a rapid increase in the amount required for payment. ■ When a negative salary increase occurred, the vested portion of the retirement benefit corresponding to past years of service decreased. ■ The qualified retirement pension was abolished at the end of March 2012, making it impossible to accumulate contributions through loss processing. *For more details, please refer to the related links or feel free to contact us.

  • Management consultant/Small business consultant

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Management consulting services

Management consulting services

We will solve the concerns of healthcare workers, agricultural, forestry, livestock, and fisheries producers, as well as those involved in each fishing port and agricultural corporations.

Our company provides management consulting in various fields related to agriculture, forestry, livestock, fisheries, healthcare, and food. We collaborate with specialized administrative scriveners, tax accountants, and judicial scriveners within Okinawa Prefecture who excel in each field to meet your needs. Additionally, we assist with management support and M&A. Furthermore, we are engaged in various projects, including the creation of agribusiness and agriculture, production and overall food business production, regional strategy production, CCRC projects, and business support for overseas agribusiness. 【Services Offered (Partial)】 ■ Loan support for small and medium-sized enterprises and sole proprietors ■ Support for the establishment of medical corporations and agricultural corporations ■ Certified farmer agricultural management improvement plans ■ New farmer subsidy application forms ■ Support for agricultural employment application forms *For more details, please download the PDF or feel free to contact us.

  • Other Consulting Services
  • Research and technical staffing
  • Technology Development

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"Inter-industry Learning Network" - "Management Human Resource Development Seminar" Held

"Inter-industry Learning Network" - "Management Human Resource Development Seminar" Held

By demonstrating human power, the leader of the cross-industry exchange "Management Talent Development School" promotes the revitalization of the entire organization!

Our service "exbridge" supports sustainable growth through cross-industry networks and learning opportunities. We address corporate risk management related to compliance, BCP, harassment, and health and safety. Additionally, we hold a cross-industry exchange program called "Management Human Resource Development School." In this program, we deepen learning through dialogue with participants from various industries, focusing on themes such as "organizations that leverage Japan's unique culture" and emphasizing human skills and mindset. 【Benefits of Using Our Service】 ■ Expansion of cross-industry networks ■ Learning in an enjoyable and candid environment due to cross-industry interactions ■ Opportunities to learn about management, human skills, and management practices ■ Learning through problem statements from various expert instructors *For more details, please feel free to contact us.

  • Management consultant/Small business consultant
  • Other Consulting Services

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Free WEB Seminar "Lead Time Reduction Course for Improving Competitiveness"

Free WEB Seminar "Lead Time Reduction Course for Improving Competitiveness"

You can't predict lead times or delivery dates. That can change with the right environment and system!

We will hold a free WEB seminar titled "Lead Time Reduction Course for Improving Competitiveness." Order production × small lot, prioritizing with red, yellow, and green unified. Participants will receive a special benefit: a free trial of "Unified Prioritization with Three Colors." We sincerely look forward to your participation. 【Event Overview】 ■ Date and Time: September 22, 2025 (Monday) 17:00 - 18:00 ■ Capacity: First 100 participants ■ Participation Fee: Free *For more details, please download the PDF or feel free to contact us.

  • Management Skills Seminar

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[Seminar Information] Seminar Digest

[Seminar Information] Seminar Digest

We hold approximately 100 management innovation seminars annually.

At Techno Management Research Institute, we hold approximately 100 management innovation seminars annually. Information about previously held seminars and digest version videos can be viewed on the Techno Management Research Institute's website. For more details, please contact us or refer to the catalog.

  • Management Seminar
  • Management Seminar
  • Business Skills Seminar

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Introduction of Practical Consulting Coordinators

Introduction of Practical Consulting Coordinators

Introducing a coordinator who will coordinate optimal consulting.

Techno Management Research Institute has consistently provided practical consulting activities that demonstrate achievement targets with actual results within the contract period since its establishment. We deliver concrete results through solving management issues such as cost reduction and lead time shortening. The coordinators at Techno Management Research Institute will coordinate consulting plans to solve your company's challenges and the most suitable elite consultants for you. For more details, please contact us or refer to our catalog.

  • Management consultant/Small business consultant

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[Corporate Interview] Overseas Interview

[Corporate Interview] Overseas Interview

Aiming to be the number one factory in Southeast Asia!

Kobelco Material Copper Tube Thailand (KMCTT: KOBELCO & MATERIALS COPPER TUBE (THAILAND) CO., LTD.) is an overseas subsidiary of Kobelco Materials Copper Tube Co., Ltd., engaged in the production of steel pipes for air conditioning. After three years of implementing consulting, local employees, who initially felt confused, have begun to show a proactive attitude towards participating in activities. We spoke with President Aoki, who is actively leading the improvement project as part of top management. For more details, please contact us or refer to the catalog.

  • Management consultant/Small business consultant
  • ISO-related consultant

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[Company Interview] Domestic Interview (4) Meiden Corporation

[Company Interview] Domestic Interview (4) Meiden Corporation

Meiden Corporation: Successful Case Study of Manufacturing Reform

Meiden Corporation is an electrical equipment manufacturer belonging to the Sumitomo Group, headquartered in Shinagawa, Tokyo. It is a prominent company engaged in a wide range of fields including heavy electrical equipment, water treatment, and industrial machinery. Its main manufacturing sites are located in Numazu, Ota (Gunma), and Nagoya. Among these, the Nagoya site, established in October 1935, has a long history, while the logistics factory we visited was established in June 1993 and is a state-of-the-art facility. Kiyosu City in Aichi Prefecture, where the Nagoya site is located, is also famous as the base of Oda Nobunaga, and Kiyosu Castle serves as a symbol for the citizens while also being a place of relaxation as Kiyosu Park. We had the opportunity to speak with Meiden Corporation, which has introduced consulting services. (Excerpt from ASAP 2010 No. 2) For more details, please contact us or refer to the catalog.

  • Management consultant/Small business consultant
  • Other services
  • ISO-related consultant

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3rd Anniversary Seminar of the Thailand Local Corporation (TMCT) (Held in Thailand on March 22)

3rd Anniversary Seminar of the Thailand Local Corporation (TMCT) (Held in Thailand on March 22)

- Manufacturing management through VPM to survive global competition -

For companies expanding into Thailand, the expectations for the role of Thailand as a central manufacturing hub in the context of globalization are increasing amid significant fluctuations in the surrounding environment. However, in the face of harsh conditions such as the rise in minimum wage and the proliferation of competing companies from the "Next China," it is essential to harness the latent power of Thai employees and promote localization through collaboration with Japanese counterparts in order to sustain and increase profits. At TMCT (Techno Management Consulting Thailand), we have been steadily building our consulting track record in Thailand to meet your expectations. Based on the trust we have established through our previous activities, we aim to contribute to the economic and technological development of Thailand and neighboring countries, while continuing our efforts to enhance friendly relations between Japan and various countries. On the day of the seminar, after presentations by our representatives and consultants, as well as practical case studies from companies that have implemented VPM, we will provide an opportunity for participants to engage in mutual exchange and information sharing during a networking event. We sincerely invite you to take part in this opportunity.

  • Management Seminar
  • Management Seminar
  • Business Skills Seminar

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Building non-imitable technological capabilities that create value.

Building non-imitable technological capabilities that create value.

Once again, made in Japan! Creating meaningful value increases the value of products and the company itself!

To create products and services, the manufacturing industry must strengthen its technological capabilities, which are its core strengths. Broadly speaking, technological capability encompasses various meanings. This document provides a detailed explanation of building non-imitable technological capabilities that generate value. It includes comparisons of the contributions of two technologies to competitive advantage, an overview and role of "cumulative technology," and the most important points for strengthening organizational capabilities. Please feel free to download and read it. 【Contents】 ■ Two non-imitable technologies in manufacturing ■ Comparison of the contributions of the two technologies to competitive advantage ■ What is cumulative technology? ■ What is the role of cumulative technology? ■ Functional value and semantic value (hypothetical examples) ■ The most important points for strengthening organizational capabilities ■ Our strengths: management based on philosophy *For more details, please refer to the PDF document or feel free to contact us.

  • Other services

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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

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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
  • Management Skills 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.

  • Management Seminar
  • Management Skills Seminar

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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
  • Management Skills Seminar

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