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< Mission and Organizational Transformation - Transformation Begins with Mission > The times are changing more rapidly than ever before. In such an era, it is essential for companies and their departments to reassess their "mission" and transform into organizations that can create unique value. For this occasion, we are honored to have Mr. Matsuo Iwata, former CEO of Starbucks and a continuous influence on many leaders, as a speaker for our special seminar commemorating our 60th anniversary. He will give a lecture on "Mission! Returning to the Roots of Management." In the talk session with Mr. Iwata and Mr. Tatsuya Matsui, we will discuss the importance of mission within organizations and its impact on organizational transformation, along with practical examples of what should be done to change. [Program] ■ "Three Changes Necessary for Organizational Transformation - Transformation Begins with Mission" by Tatsuya Matsui ■ Special Lecture "Mission! Returning to the Roots of Management" by Matsuo Iwata ■ Talk Session "Mission and Organizational Transformation" with Matsuo Iwata and Tatsuya Matsui * For more details, please download the PDF from the related link. Feel free to contact us.

• Management Seminar

The transformation of the after-sales service department is not something that has started recently. It has evolved from a department that literally serves as "after sales" providing "free maintenance and inspections" to a department that is responsible for proposing paid maintenance contracts and replacement proposals through maintenance and inspections, and now it aims to be a department that becomes a starting point for new value development by feeding back information from customers' internal operations that only engineers possess. On the other hand, I also hear voices saying that "even if we proclaim transformation through vision and policy, the actions on the ground have not yet fully changed." In this seminar archive, we introduce the true nature of the obstacles to transformation and key points to overcome them. *Viewing the archive is free. *If you wish to view the archive, please proceed to the "Details and Viewing Request Screen" on the Jeck website via the related link. *Additionally, for information regarding the program content of this seminar, please refer to the PDF materials or feel free to contact us.

• Other services

In the interpersonal skills enhancement training for service engineers, participants practice actual interactions with customers through role-playing. Perhaps because they practice with each other, there is often an overuse of technical jargon and simplification of explanations. However, this does not translate well in the field, as customers may not understand. It is necessary to be able to adapt on-site by replacing technical terms with more understandable language or preparing both long and short explanations, depending on the customer's level of knowledge and understanding. Another common issue is that the questions are structured in a way that makes it difficult for customers to answer. Engineers tend to ask straightforward questions like, "Please tell me about A," since receiving an answer about A allows them to proceed with repairs or maintenance. However, customers may respond with unexpected answers, making it hard to obtain the information about A. Even when unexpected responses are given, engineers cannot interrupt the customer's story and end up listening for a long time before saying, "So, regarding A..." and asking the question again. *The continuation of this column can be read immediately through the related link. The column is available for free. For more details, please feel free to contact us.*

• Other services

When asked individually, "Do you prioritize safety or efficiency?" almost 100% of people would answer "safety." However, when it comes to groups, organizational dynamics come into play, and it is not uncommon for behaviors to emerge that resemble crossing a red light together, justified by "everyone is doing it" or "this much is okay." Here are some hints for fostering a safety culture that prioritizes "safety first" as the norm within an organization. <Content of the document> Chapter 1: What is Safety Culture? 1. What is safety culture? 2. Why is the cultivation of safety culture focused on? 3. The essence of safety culture 4. Pitfalls in cultivating safety culture 5. The 8-axis model of safety culture 6. An example of cultivating safety culture 7. The behavior of leaders in cultivating safety culture Chapter 2: Hints for Cultivating Safety Culture 1. Organizational culture reform is a matter of improving the constitution 2. The most important factor in cultivating safety culture 3. A holistic approach 4. An element-reductive approach based on the 8 axes *For more details, please refer to the PDF document or feel free to contact us.

• Other services

The transformation of the customer service department/after-sales service department is not something that has started recently. It has evolved from a department that literally provides "after-sales service" through "free maintenance and inspections" to a department that handles proposals for paid maintenance contracts and replacement proposals through maintenance and inspections, and now to a department that serves as a starting point for new value development by feeding back internal customer information that only engineers possess. On the other hand, I hear voices saying that "even if we have a vision and policy for transformation, the actions on the ground have not yet fully changed." This time, I will introduce the true nature of the obstacles to transformation and key points to overcome them. <Content of the document> - Expectations for the customer service department - Transformation of the customer service department - Expected behavioral changes - The true nature of what hinders transformation - What is necessary to change "behavioral theory" (the way of thinking or fixed ideas that underlie a person's actions) - To transform group behavior *For more details, please refer to the PDF document or feel free to contact us.

• Other services

The after-sales service department of an industrial machinery manufacturer is facing challenges such as "moving away from being a repair shop," "strengthening non-technical skills," and "acquiring value creation capabilities." At the same time, it also faces safety-related challenges such as "skill inheritance," "pursuit of zero accidents," and "prevention of safety measures becoming mere formalities." This time, we will consider these two aspects separately. In the process of fostering a safety culture, what is important is not symptomatic treatment (improving questions with low scores in safety culture diagnosis, which indicates low safety awareness), but rather generating solutions to root causes (exploring the "implicit values that have become taken for granted," which are the essence of safety culture, and establishing desirable norms). The unique feature of Jeck's consulting lies in generating these solutions. *Details of the program can be viewed through the related links. For more information, please feel free to contact us.

• Other services

Do you have the following concerns about generative AI? "I'm interested, but I don't know where to start." "I want to utilize it in my work, but I can't envision specific applications." "I want to use it in my organization, but overall adoption is not progressing." We highly recommend this to such individuals. Generative AI, represented by ChatGPT, is a convenient tool that can be used in various tasks, including email creation and document preparation. By grasping the basic points and applying it in various situations, you can enhance not only productivity but also creativity through accumulated experience. In this seminar, we will convey the message that "there's more to it than you might think, and it's easy to use," with practical content including demonstrations. [Program] ■ The evolution and potential of AI - Differences between general-purpose and specialized types, along with a demo experience ■ Why is AI utilization necessary now? - Balancing productivity and creativity ■ Specific usage examples for managers and staff - Tips that can be used starting tomorrow ■ Consultation guidance - To promote the utilization of generative AI in your company * Please note that there may be changes to the program on the day. * For more details, please download the PDF from the related link. Feel free to contact us.

• Technical Seminar

The work of engineers is often perceived as a job that involves interacting with "things" because there are machines in front of them. Indeed, since they handle and respond to machines, it can be said that they are providing "things." However, upon closer examination, engineers do not sell the machines themselves; rather, they provide invisible technologies and services such as installation and maintenance. Originally, engineers are not "sellers of things." In inconvenient situations where machines are broken and not functioning, it is the engineer's job to resolve that inconvenience (repair). The work of engineers naturally impacts the work and lives of customers. Nevertheless, when I am responsible for engineer training, I feel that many engineers are not aware of this. I sometimes hear engineers say, "When the machine is slow to fix or doesn't get fixed, customers get frustrated, and it's hard to report..." If you think about why customers' moods change based on the condition of the machines, the answer becomes clear. *You can read the continuation of this column through the related link. The column is available for free. For more details, please feel free to contact us.*

• Other services

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

1. Innovative technology: Patented technology continuously acquired through technological innovation. 2. Accumulated technology: The organizational capability derived from the accumulation of engineers' experience and problem-solving abilities. (Definition by management scholar Kentaro Nobeoka) However, in order for companies to continuously survive and develop while adapting to the rapidly changing natural and market environments, accumulated technology will become the "key to medium- to long-term differentiation." In fact, research conducted by scholars has shown that "accumulated technology" contributes to performance approximately five times more than "patented technology," based on its high contribution to results. However, what important issues must be addressed to refine this organizational capability known as accumulated technology? Please download and read for more information. [Contents] ■ Background strategy theory ■ Two technologies that cannot be imitated ■ The two technologies and "competitive advantage & performance" ■ The two technologies and time axis ■ The two technologies and roles ■ The two functions and "specifications & price" (examples) ■ New organizational capabilities that create high added value ■ Management that provides insights ■ Overview of Jeck Co., Ltd. *For more details, please refer to the PDF document or feel free to contact us.

• Other services

We offer an interpersonal skills improvement course to acquire the necessary skills for three key scenarios: "maintenance support," "sales proposal support," and "complaint handling," all aimed at the essential role of service engineers in "creating fan customers." Participants will engage in pre-learning and group training to acquire knowledge on the training themes and progress at their own pace through practical work and issue identification, ultimately mastering the necessary support skills. Please feel free to contact us if you have any inquiries. 【Curriculum】 ■ e-Learning Curriculum - The ideal image of a service engineer - Basics of customer interaction - Maintenance support, etc. ■ Course Curriculum - Basic action training for creating a good first impression - Maintenance support role-playing - Complaint handling role-playing, etc. *For more details, please download the PDF or contact us.

• Business Skills Seminar
• Sales Skills Seminar