46～53 item / All 53 items
![[Management Innovation Seminar] Creating the Strongest Design Development and Manufacturing/Purchasing Departments](https://image.mono.ipros.com/public/product/image/765/2000082328/IPROS3692171252032465457.jpg?w=280&h=280)
Significant cost reduction through cost benchmarking methods.
In this seminar, we will introduce specific approaches to "reducing total costs," "speedy development," and "developing new cost tables with new methods" even in the era of extreme yen appreciation, using case studies as examples.
国内ものづくりの進むべき道
～国内製造業の進むべき道～ ■今こそ、新たな行動を！ セミナー開催にあたって 弊社では、３２年間国内外３,５００以上の事業所の経営改革支援に携わってきた経験を活かし、経営革新セミナーを下記の通り開催致します。混迷の時代を勝ち抜くために、是非この機会にご参加頂きたく案内申し上げます。 ◆コスト競争に勝つ為に何をすべきか ◆活人(カツジン)が企業を変革する ◆人材育成による現場力の強化 ◆活動の結果が数値（P／L）に響く ★数多くの事例を基に展開致します ⇒ 「コスト競争に勝つ製造業に変化していく仕組」
![[Company Interview] Domestic Company (10) Uchida Forging Co., Ltd.](https://image.mono.ipros.com/public/product/image/77b/2000119246/IPROS560558866108357175.gif?w=280&h=280)
Uchida Forging Co., Ltd. - Successful Case Study of Manufacturing Reform
Yokkaichi-juku, which flourished as a post town on the Tōkaidō, was a junction for pilgrimage to Ise and a crucial transportation hub for both land and sea. Every spring, the cherry blossom trees along the banks of the Jussui River and the Kaizō River in the city attract many visitors. Today, Yokkaichi City stands as a representative city of the Chukyo industrial zone and is one of Japan's leading industrial clusters. From the Port Building, constructed to commemorate the 100th anniversary of the port (100 meters tall), one can enjoy views of the Suzuka Mountains and the nighttime scenery of the Yokkaichi Port oil complex. The company we visited this time, Uchida Kanko Co., Ltd., was founded during the Meiji era. It is a company that designs, manufactures, and constructs communication towers and overhead wire fittings based on its expertise in processing iron. With a strong technical foundation, the company maintains stable performance and is currently promoting initiatives for improvement activities. I had the opportunity to hear about their efforts regarding improvement activities, which focus on strengthening on-site capabilities. (Excerpt from ASAP 2011 No. 3) For more details, please contact us or refer to the catalog.
What is the mechanism that changes "consciousness" and "behavior"?
【Lecture Content】 * The content may be subject to slight changes depending on the situation. ◆ The Nature of Strong Manufacturing Companies ◆ The Drama of Achieving Management Results through Production Innovation Activities ◆ The Mechanism for Changing Awareness and Behavior: "VPM" ◆ Awareness and Behavioral Reform Changes Quality ◆ The Current State of Overseas Factories and the Nature of Manufacturing Sites in Japan
Revitalizing the manufacturing industry in Tohoku!
In the harsh economic environment, companies are engaging in various forms of production innovation and improvement activities to survive. However, among management executives, there are some who feel stuck in their activities, and as leaders, many may have challenges in reassessing their roles in reform and improvement, enhancing practical capabilities, and linking these to business results. Simply relying on a "top-down" approach will not advance internal reform. What should be done... Perhaps it is a good opportunity to reflect on this. 【Program Overview】 1. Reasons why the intentions of management executives do not permeate in internal reform 2. How to integrate "top-down" and "bottom-up" approaches? 3. The original role of executives in guiding activities 4. The importance of awareness and mindset reform 5. How to cultivate people and change financial statements through activities 6. Case studies - Human resource development and improving productivity and motivation
Creating value for three years from now (Living person)
A simple question from a field worker: "How can we find waste?" We respond: "Recognizing value. Everything else is waste." 【Lecture Content】 ◆ How to differentiate between value time and waste time ◆ Value efficiency = A new strategy for manufacturing ◆ What is the value efficiency (%) of top companies? ◆ Middle management holds the key to increasing value efficiency ◆ Value time and waste time in sales and indirect operations ◆ Creating value for three years ahead (active engagement)
Middle Management Reform
This is targeted at presidents, directors, and executive officers. It is ideal for manufacturing companies with 100 to 500 employees. After the establishment of the new administration, the trend has shifted from a strong yen to a weak yen, requiring a swift response from the manufacturing industry. The roles of managers and supervisors (middle management) are becoming broader and more complex, addressing both domestic and overseas factory operations. How to capitalize on this opportunity!! It requires demonstrating leadership and management skills. We will explain the future activities of overseas and domestic bases.
