マイスター・コンサルタンツ List of Products and Services

We would like to introduce our consulting theme, "Creating Departmental Plans to Implement Management Plans on the Ground." To maximize the effectiveness of the management plan created by the management department, we involve all employees in creating departmental plans that focus on key areas every three months. We also establish a pattern for operating the created departmental plans with all employees, putting them into action on-site. 【Implementation Themes】 ■ Team management utilizing departmental plans ■ Explanation of the method for creating departmental plans ■ Creation of departmental plans ■ Review of the contents of the created departmental plans *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Creating a Management Plan Involving All Employees (Management Department)." We will create a management plan, which is fundamental to company operations, by involving all employees. In the first phase, the management department will draft the plan, considering and deciding on the overall company policies, goals, and organization, with input from the management executives, officers, and senior staff. 【Implementation Themes】 ■ Analysis of the current company situation ■ Analysis of the factors determining next year's performance ■ Formulation of next year's basic management policy ■ Planning of next year's key figures ■ Presentation of next year's organizational proposal ■ Understanding and explanation of management policies to executives *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Building and Promoting Management Philosophy." The management philosophy is formulated primarily by the management and executives. We also establish a value judgment standard for actions that put this management philosophy into practice on-site, ensuring it permeates throughout all employees. Together, all employees will build a management style based on the management philosophy. 【Implementation Themes】 ■ Formulation of Management Philosophy ■ Creation of Action Standards for Management Philosophy ■ Methods for Practicing the Philosophy on-site ■ Formulation of Departmental Philosophy *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will review the current rules, standards, and systems necessary for a company to operate as a proper organization, rather than just a sole proprietorship, and provide our proposals. For medium and small enterprises, there are golden rules for creating performance, and these flow through five key points: departmental policies, product strategies, tactics, operations, and environmental improvements. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for creating performance on-site in small and medium enterprises *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and systems necessary for a company to operate as an organization, rather than as a sole proprietorship, and provide our proposals. In a mature society where work is becoming more complex, all employees working within an organization are required to perform two types of work: operational tasks on the ground and tasks that drive the team. [Basic Concepts] ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on the ground in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and operational status necessary for a company to function as an organization, rather than just a personal shop, and provide our proposals. Managing an organization is not only about creating systems and frameworks but also about continuously injecting a common set of values to prevent the team from becoming rusty. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Level Up (Human Resource Foundation Strength)." We will assess the necessary environment and systems for developing human resources, as well as practical methods for employee development, and propose the required systems. To make it easier to teach work, it is essential to break down the tasks. Breaking down work means understanding the types of tasks and clarifying the means and methods of task execution. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth. ■ A manual for developing human resources to a certain level within a specific period. ■ Showing the standards of work is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Resource Development (Human Capital Foundation Strength)." We will assess the necessary environment and systems for nurturing human resources, as well as practical methods for employee development, and propose the required systems. We will develop a human resource development manual that enables anyone to grow to a certain level, aiming to cultivate new employees. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth. ■ A human resource development manual that nurtures individuals to a certain level within a specified period. ■ Showing the standards of work is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Resource Development (Human Capital Strength)." We will assess the necessary environment and systems for nurturing human resources, as well as practical methods for employee development, and propose the required systems. The key points for developing human resources are the three strengths: the ability to grow, the ability to nurture, and the ability to foster. The ability to grow is related to the individual's issues, while the ability to nurture depends on the support from the assigned supervisor and the team members on-site. 【Basic Concepts】 ■ The foundation of human resource development is the three strengths. ■ A human resource development manual to cultivate individuals to a certain level within a specified period. ■ Demonstrating work standards is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Building Systems to Support the Company (Management Foundation Strength)." We propose organizational management systems and operational methods that fit your company's scale, industry characteristics, level, and constitution. The process of building a management foundation consists of five stages. It starts with a comprehensive company diagnosis and culminates in solidifying the foundation through five stages of treatment. 【Methods for Building a Management Foundation】 ■1. Establishing the minimum necessary foundation for small and medium-sized enterprises ■2. Creating rules and standards necessary for organizational foundation management ■3. Developing human resources to operate the organization with rules, standards, and systems ■4. Creating products that will sow the seeds for the organization's future ■5. Determining the organization's approach to competition *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Building Systems to Support Companies (Management Foundation Strength)." The principle of group unity consists of seven elements: the first is the management philosophy, the second is the medium-term vision, the third is the structural formation strategy, the fourth is the policy, the fifth is the product strategy, the sixth is the tactics, and the seventh is the combat. We will propose an organizational management system and operational methods that are suitable for your company's size, industry characteristics, level, and constitution. 【Basic Concepts】 ■ What is a management foundation? ■ What are the specific systems of a management foundation? ■ Method for building a management foundation in five stages. *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our consulting category "Building Systems to Support the Company (Management Foundation Power)." The management foundation consists of the "human resource foundation," "product foundation," "financial foundation," "management foundation," "customer foundation," "functional foundation," and "cultural foundation" necessary for a company to continue thriving. Our company will assess the systems and operational status of the management foundation required for your company to continue thriving, and we will propose organizational management systems and operational methods that are suitable for your company's scale, industry characteristics, level, and constitution. [Basic Concepts] ■ What is the management foundation? ■ What are the specific systems of the management foundation? ■ How to build a management foundation in five stages *For more details, please download the PDF or feel free to contact us.

• Other services

We would like to introduce our approach to "consulting" that we implement at our company. In our service provision through corporate diagnosis and management cooperation, we conduct a "corporate diagnosis" that assesses the company from four essential perspectives necessary for company operations, and we implement "management cooperation" that involves practical collaboration based on the plans submitted during the corporate diagnosis. Additionally, apart from providing consulting services, we also conduct educational and training programs tailored specifically to your company. 【Corporate Diagnosis Analysis】 ■ Building a support system for the company (Fundamental Management Skills) ■ Enhancing the foundational skills of personnel to elevate the company's basic capabilities (Human Resource Fundamental Skills) ■ Standardizing organizational operations that drive the company (Organizational Work Skills) ■ Developing strategies to foster company growth (Future Breakthrough Skills) *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

1. Inquiry Please fill out the necessary information in the inquiry form and submit it. 2. Meeting and Hearing - We will take the time to meet with you at your company and discuss your consultation topics. - We will confirm the current state of your company, management issues, desired problem-solving images, future visions, etc. *Since our approach is hands-on, meetings at your company are the norm, but web meetings are also possible. 3. Proposal and Estimate - After the meeting, we will propose a plan to solve your company's issues. - The proposal will include the basic consulting methods, contract duration, and cost estimates. 4. Conducting a Consulting Explanation Meeting within the Company - To promote the effectiveness of the consulting implementation, we are increasingly conducting explanation meetings before the consulting contract. - The explanation meeting will take 60 minutes and will be held in person at your company (any number of participants is acceptable). 5. Contract and Start of Management Consulting - If you are satisfied with the proposal, we will proceed to contract signing. - After the contract is signed, we will promptly start the management consulting.

• Management Seminar
• Distance learning/E-learning

Strategy is the method of mobilizing people and ensuring it is thoroughly understood and implemented. Strategy is a means to move people, and the key points are management and HOW TO. The essence of management is to ensure that what has been decided is carried out as planned. HOW TO refers to know-how and the standardization of work. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to patternize what needs to be done. Without establishing patterns for what needs to be done, it becomes difficult to form habits. A representative management measure for patternizing what needs to be done is the management plan and performance review. Once the goals are set, we consider how to implement them and create a plan. At the stage of thoroughly communicating the specific route, steps, arrangements, and methods toward the goal, various issues arise, such as: - Not understanding how to do it well - Never having done it before, etc. Thorough communication includes properly teaching how to do things. The problem with operations in small and medium-sized enterprises is standardization. Simply put, it is about not creating a divide between those who can do things and those who cannot. Companies or departments that do not achieve results tend to create plans but fail to train, leading to a higher probability of failure when they face challenges unprepared. Taking this into account, we clarify roles and responsibilities in the 5W2H format: who does what, by when, and how.

• Management Seminar
• Management Skills Seminar

A product strategy is a measure to bridge the gap between goals and actual performance. A product refers to the materials for business, and a product strategy is a measure to address the gap in achieving goals. In departments like sales or manufacturing, where numerical targets are set, it involves gap measures, while in departments like management or operations, which focus on qualitative targets, it involves strategies to address the gaps. For example, if last year's sales were 800 million and this year we want to reach 900 million. Identifying the 100 million shortfall is the product. The ways to cover this shortfall include: - Covering it with sales - Covering it with gross profit - Covering it by reducing costs - Covering it through turnover, among various other methods. Companies that use the term "product" have a mindset focused on bridging gaps and shortfalls. Generally, the concept of performance varies by company. Some companies consider performance based on sales revenue, while others may consider operating profit. Our company's management department must determine what constitutes performance for each department. For example, the performance of the management department may be measured by balancing the regular income and expenditure, while the sales department may balance based on gross profit, among various performance metrics. In any case, how to create the materials for business is the essence of the product strategy.

• Management Seminar
• Management Skills Seminar

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

■What is a Management Plan? A management plan is an essential tool for a company to systematically promote management in a planned manner, making it easier to achieve its objectives and desired outcomes. There are two key perspectives to consider in the management foundation. One is the management elements, which include people, materials, money, and management. The other is the management functions, which consist of the functions of the management department, sales department, manufacturing department, and general affairs and accounting department. The management plan outlines how to direct these management elements and functions over the course of the year. ■Positioning of Policies in Management The positioning of policies in management ranks fourth in the following principles that guide an organization towards a common direction: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policy 〇 Product Strategy 〇 Tactics 〇 Combat However, it serves as the pivot between: 〇 The future (from philosophy to structural formation strategy) 〇 This year (from product strategy to combat). In other words, without policies, there would be no function to connect the future with the current fiscal year, leading to confusion for the company and its employees. Therefore, it is of utmost importance in management operations.

• Management Seminar
• Management Skills Seminar

The structural formation strategy is to discover the optimal location for one's own company. The optimal location refers to the scale and method that are easiest to operate and most likely to generate profit. It is time to reconsider the conventional norms that have been taken for granted in order for the company to continue to thrive. If we do not review the unconscious habits related to our management, discover the optimal location, and build a strategy for structural formation, we will end up losing the competition against other companies due to differences in management techniques. For example, in an era where management is becoming increasingly about reduction, blindly aiming for sales expansion could lead to a loss of the company's value. It is essential to take a fresh look at management practices with an "all-no" approach. Humans are creatures of habit, and we can become unable to recognize issues in actions we perform unconsciously. This management structure formation strategy consists of five components: - Human and organizational strategy - Material strategy - Management technology strategy - Financial strategy - Risk response strategy The structural formation strategy is about exploring the optimal location for our company, the scale and method of management that is easiest to operate. It involves finding the optimal location that aligns with: - The personality of the manager - The company's characteristics - The specific industry To achieve this, it is crucial to reassess management practices with an all-no perspective.

• Management Seminar
• Management Skills Seminar

The management philosophy is the source that unifies a disparate group. Even if a family does not have a family creed, the same DNA flows through them, making it easier for the family to be cohesive. However, a company lacks this DNA and must deliberately create it afterward. This DNA defines the way of thinking and behavior required to work in the same company. The management philosophy serves as the roots of a tree; if they are not strong, the tree will not grow. Even if the tree has a large trunk and leaves, it will fall if the roots begin to rot. In other words, even if the management philosophy is admirable, if the actual management is done haphazardly, the visible results will not be achieved. It is essential to have a correct management philosophy, and at the same time, the specific vision, policies, product strategies, tactics, and actions based on it must be adapted to the environment. The management philosophy is the purpose of the company's existence and the goals and vision we aim for. To practice this goal in our daily lives, the way we think and act must be expressed in specific terms, which serve as the standards for action. Each person, while engaging in their respective work, must maintain a sense of awareness and improvement regarding whether what they are doing is truly right, and they must practice in accordance with the way of thinking, attitude, and behavior outlined in the standards for action.

• Management Seminar
• Management Skills Seminar

■Seven Elements of the Principle of Group Unity The characteristic of an organization is that people with similar values come together, but in a company organization, people with different values, backgrounds, ages, and genders gather. Therefore, in order to achieve unity, one must devise a clear intention; otherwise, the organization will not function. This is the principle of group unity. Small and medium-sized enterprises are formed by gathering people with differing values, creating a sort of human zoo. Thus, it is better to consider company management on the premise that if nothing is done, things will not run smoothly. This principle of group unity consists of seven elements: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policies 〇 Product Strategy 〇 Tactics 〇 Combat. By properly establishing these seven elements, the organization can act without hesitation and transform into a group that understands the standards for value judgment in thinking and behavior. To unify an organization means that if the group is told to go right, everyone goes right, eliminating any confusion within the organization. This removal of confusion is crucial for the organization. The group will grow to the point where they can understand the current policy without the president having to repeatedly explain it. This allows efforts to shift to different areas, raising the standard level of the organization.

• Management Seminar
• Management Skills Seminar

Items and Process for Creating a Business Plan ■Basic Items for Creating a Business Plan The basic items for creating a business plan are as follows: 〇Management Philosophy 〇Long-term Vision 〇Medium-term Management Strategy 〇Reflection on the Previous Period 〇Factors Determining Performance for the Current Period 〇Basic Management Policy 〇Management Organizational Chart 〇Basic Management Figures 〇Department Slogans and Specific Action Plans 〇Key Customer Strategies 〇Annual Education Plan 〇Annual Event Plan 〇Key Basic Actions for the Current Period 〇Human Resource Evaluation Items for the Current Period. ■Process for Creation The creation will be divided between the management department and each department. ◇Management Department Responsibilities The items created by the management and executives are (from Management Philosophy to Basic Management Figures). ◇Each Department Responsibilities All employees are responsible for creating items such as (Department Slogans and Specific Action Plans, Key Basic Actions for the Current Period, and Human Resource Evaluation Items for the Current Period). ◇Relevant Department Responsibilities Key Customer Strategies, Annual Education Plans, and Annual Event Plans will be handled by the relevant departments. In other words, it is important to ensure that everyone understands the company's direction, goals, and policies for the year, and to present their department's goals, policies, and specific plans. This process encourages each employee to think about their goals, roles, and tasks. This engagement enhances the sense of participation and improves the on-site capabilities of each employee. Participating in the creation of a compass reduces the chances of getting lost at work.

• Management Seminar
• Management Skills Seminar

Seven Important Perspectives in a Business Plan There are seven key points that are most important in a business plan. 〇 Clearly define the company's purpose and goals 〇 Develop strategies and tactics to achieve target figures (sales, gross profit, operating profit, ordinary profit) 〇 Create specific plans for product promotion, ensure thorough communication, and clarify role distribution 〇 Participation of all based on open management is fundamental 〇 Establish mechanisms for verifying outcomes (overall and individual) and making course corrections 〇 Focus on practical content that is used in daily operations 〇 Clarify the rules for distribution upon achieving management policy goals Some business owners may wonder if creating a business plan will lead to immediate profits. The conclusion is that they do not make profitable plans, which is why they do not earn profits. Most companies inevitably have gaps in relation to their goals. Without the materials to bridge that gap, it is natural that they cannot achieve their targets. Understanding this difference will lead to the creation of a profitable business plan. A business plan is not the purpose or goal of management itself, but merely a means to achieve them; however, it is absolutely essential for creating a management style that can generate profits. In other words, a president who does not create a business plan is not fulfilling their role as a manager.

• Management Seminar
• Management Skills Seminar

The business plan should not be created and operated solely by the manager. This business plan is not something that the manager creates alone. Because the manager creates it alone, the policies do not permeate. The manager devises the policies and product strategies, executives think about tactics and ensure thorough dissemination, and employees and partners implement their roles in the battle, which allows the organization to demonstrate its strength as a unified body. In other words, participation from everyone based on open management is fundamental. This hierarchical creation process becomes the most effective practical education, allowing employees to recognize their own value and roles. Furthermore, this leads to an increase in the willingness to participate in management, which in turn contributes to the improvement of the qualities of the employee base. There are companies that create a plan and hold a presentation, but the plan remains dormant in a drawer for a year until the next presentation. If it is a plan for the manager, that is acceptable, but if it is a plan that should be utilized by all employees, it is meaningless. If this cycle continues, employees will start to look at their feet. For now, they might think, this is just a ritual for a year, so let’s just endure the time of the presentation. As a result, it becomes a group that does not use its wisdom. Therefore, the plan must be created in such a way that it has to be utilized on-site every month.

• Management Seminar
• Management Skills Seminar

Combat is making sure that predetermined tasks are carried out as decided. As a practical measure for performance improvement, specific tasks for one month are determined as fixed decisions. Accordingly, everyone performs their roles based on this division of labor, and executing the decisions as planned is a crucial function of combat. Combat is about practical ability. To achieve goals, it involves creating mechanisms that compel daily work to be done and implementing methods to ensure tasks are completed. Ensuring that predetermined content is executed as decided is what combat entails, along with the practical implementation of daily operations and specific measures based on role division. It is the effort of all employees, including team leaders, to put this into practice. Companies with good performance have a high awareness of adhering to decisions. Because of this high awareness, they do not need to expend effort enforcing compliance. As a result, they can focus on other matters, making it easier to improve performance. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to standardize what needs to be done. Without establishing patterns for necessary tasks, habits cannot be formed. A characteristic of teams without combat is that they may be called to action, but they do not respond. Ultimately, management is a contest of practical execution. Teams that cannot execute predetermined tasks as decided will not receive rewards for their performance.

• Management Seminar
• Management Skills Seminar

■What is a Management Plan? A management plan is an essential tool for a company to systematically and strategically promote management in order to achieve its objectives and desired outcomes. There are two key perspectives to consider in the management foundation. One is the management elements, which include people, materials, money, and management. The other is the management functions, which encompass the functions of the management department, sales department, manufacturing department, and general affairs and accounting department. The management plan outlines how to direct these management elements and functions over the course of the year. ■Positioning of Policies in Management The positioning of policies in management ranks fourth in the following principles that guide an organization towards a common direction: 〇Management Philosophy 〇Mid-term Vision 〇Structural Formation Strategy 〇Policy 〇Product Strategy 〇Tactics 〇Combat However, it serves as the pivot between: 〇The future (from philosophy to structural formation strategy) 〇This year (from product strategy to combat). In other words, without policies, there is no function to connect the future with the current fiscal year, leading to confusion for the company and its employees. Therefore, it is of utmost importance in management operations.

• Management Seminar
• Management Skills Seminar

■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
• Management Skills Seminar

The mid-term vision plays a role in breathing life into the company's future. Breathing life into the company's future means instilling dreams within the company, where the president, executives, and management create a vision, communicate it to employees, and execute it together as a whole. It is important to clarify how we want to shape our company or store. In response to changes in the external environment and the realities of internal resources three, five, or ten years from now: - What kind of company do we want to create? - What kind of business do we want to pursue? - What functions do we want to have? As a result, we will build what the scale-related factors such as sales and number of employees will look like. A vision is a dream and a will; it is something that is created. It reflects how the company wants to be based on the entrepreneur's corporate view and management philosophy. - For the president, what kind of company does he want to create? - For the employees, what kind of company do they want to work for? Indeed, since it spans a long term, the aspirations become stronger. However, those aspirations are based on the entrepreneur's corporate view and management philosophy, as well as the employees' work and life perspectives. They are not mere wishes; that is why they hold significance.

• Management Seminar
• Management Skills Seminar

There is a problem with "rule and standard creation." In company operations, there are "activities" and "management." Activities involve breaking new ground, while management involves controlling the harvest. Activities are the top priority, but if there is only activity without proper management, it can lead to wasting the fruits that could have been harvested. The foundation of that management creation is "rule and standard creation." When the number of employees reaches around 20, managers tend to want to create an organizational chart. I understand that feeling. However, there are also problems with how organizational charts are created. Many companies assign positions to "people." This is a shogi player-like way of thinking. As a result, the organization does not function properly. The goal is not to assign positions. First, it is essential to consider what functions are currently needed by the company. If those functions are unclear and people are simply assigned, it will not work. There may be an organizational chart, but the responsibilities and scope of work for the position holders are not clearly defined. An organizational structure where nothing flows without going through the president is a typical example of this. Many companies that have just created an organizational chart find that it actually makes things more difficult for the management.

• Management Seminar
• Management Skills Seminar

Another problem often seen in many companies is that they are not performing the "basic actions." When you wake up in the morning, you should greet others with "Good morning," and when things are messy, you should clean up. These are the obvious basic actions that an organizational member must do. If you cannot perform these basic actions naturally, like breathing in and out, you cannot be a part of the organization. Particularly lacking are the actions of reporting, communicating, consulting, and giving instructions and orders. The inability to give instructions and orders is serious; failing to perform these basic actions that move people can lead to chaos in the workplace. Additionally, they are also failing to adhere to established rules. Not following them has become a habit in itself. If there is no habit of properly doing what has been decided, then any attempt to do something new is futile.

• Management Seminar
• Management Skills Seminar

Small and medium-sized business owners cannot delegate work to their employees. Organizational management is about using people to improve performance. In other words, it is about effectively mobilizing subordinates to achieve results. However, for a president who has managed each department alone until now, there is significant resistance and concern about completely entrusting departments and tasks to others. Yet, if one wishes to grow the company in a healthy way, it is necessary to change the way the company is steered. It is essential to shift to an organizational management style that delegates authority. However, I want to clarify that I am not saying that delegating is always the correct approach. For a president who feels they must do everything themselves, that is acceptable as long as they are not aiming to grow the company. This is also one way for a company to exist.

• Management Seminar
• Management Skills Seminar

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

Koike believes that the golden age for business leaders is a 15-year period from ages 55 to 70. During this time, they can fully utilize their knowledge, judgment, and action power in the seven key areas required of business leaders (dreams, people, products, customers, profits, funding, and health) after gaining various experiences. Business leaders in their 30s, 40s, and 50s should aim to create companies that match their own capabilities, while those in their 60s should enjoy their golden age as leaders. Furthermore, business leaders in their 70s and beyond should truly conclude their entrepreneurial lives in a commendable manner.

• Management Seminar
• Management Skills Seminar

An organization is a group of individuals who share the same mindset, aiming to share goals, devise strategies for implementation, and act according to individual roles based on rules and standards. Most organizations are cohesive because they consist of people with similar values. However, small and medium-sized enterprises (SMEs) are an exception. SMEs can be likened to a "human zoo." Although people happen to work in the same workplace, their values may differ too much, their goals may be scattered, and they may be unsure of the direction they should take. It is a collection of various individuals, resembling a human zoo. SMEs are characterized by a lack of people, resources, money, and management—essentially a state of having nothing. Furthermore, they operate under a system where one person takes on two or three roles, which prevents a deep exploration of the functions that the organization possesses, leading to daily struggles. The structural balance of the organization is disrupted, making it difficult to accomplish even the most basic tasks. Although they are trying hard, the way they are trying is different, resulting in a situation where outcomes do not meet expectations. The foundation of SMEs is thus fragile. Due to this weak foundation, SMEs operate while chronically dealing with some form of ailment.

• Management Seminar
• Management Skills Seminar

Always positive, with high creativity and proposal skills. Constantly thinking about the next step by utilizing what is currently available and what is currently being done. The basic nature is frugal. However, this frugality means being unwilling to engage in activities that do not align with one's values. They will invest 100 million in equipment but will fiercely reprimand employees for not justifying a 500 yen transportation expense. Employees often do not understand the reprimand. This is a common occurrence. While the company’s finances are tightly controlled, many leave their household finances to their wives. Additionally, many business owners cite their family and employees as their most important assets. Finally, the more a business owner is growing, the more straightforward they tend to be. They have a good understanding of their position. Business owners are often lonely. However, "loneliness" is different from "the naked king." In a company, there are almost no people who will offer opinions to the owner. The way a business owner behaves to gather information is by never saying, "I have heard that, seen that, or know that." They understand that saying this will prevent information from gathering. Because they have the ability to listen openly to others' explanations, information naturally accumulates.

• Management Seminar
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■Business leaders seek speed They always have a sense of crisis. They feel uneasy if they are not doing something, and their thought process is constantly finding problems in the current situation, struggling with them, and thinking of solutions. This is why business leaders are impatient and demand speed. If an employee says they will complete something in a week, they will insist it be done in three days and will immediately ask for a report on the progress the next day. Business leaders think about the company 365 days a year, 24 hours a day, and without this level of commitment, decisions do not progress. ■Business leaders are considerate people Business leaders are considerate individuals. If the total amount of numbers is even slightly off, they become furious; if a calendar or picture frame is crooked, they cannot rest until it is fixed; and when dining out, they pay close attention to how one eats, drinks, and behaves. This is a practice of correct habits. It is not just about being a good employee, but about cultivating a way of being as a sensible person. This is why they can be quite particular. This aspect also reflects the strong sense of responsibility that business leaders have. Additionally, if an employee's family has a celebration, they will quietly offer their congratulations, and if there is a misfortune, they will always encourage the employee. They are considerate to ensure that employees can work comfortably.

• Management Seminar
• Management Skills Seminar

■Managers value perseverance and the basics They are persistently vocal. Whenever they see their employees, they repeatedly discuss fundamental matters. - Keep promises to customers - Greet properly - Do not cause trouble for others - Keep time, and the list goes on. They always consider the balance of being a reasonable person, which makes them particular about manners and ethics, and they absolutely hate being lied to or promises being broken. ■Managers are people who judge black and white Managers of small and medium-sized enterprises have developed their own coping strategies. They do not see struggles as struggles; they train themselves not to show it, learn ways to alleviate feelings of loneliness, and have ingrained the ability to accept both good and bad. Managers are people who make black-and-white judgments. However, there are also gray areas where it is better not to make a judgment or where judgment is not possible. Various things happen. Even if they understand intellectually, there are many things they do not want to accept emotionally. At such times, they may resort to drinking to vent. If they rely on alcohol all the time, it will harm their health. Therefore, they learn to navigate life naturally.

• Management Seminar
• Management Skills Seminar

■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
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Can't you even do something like this? Don't you understand something like that? How many times must small and medium-sized enterprise (SME) owners have felt like they were biting on a bitter bug? It takes time to bridge the gap between 'tactile sense' and 'common sense' in both mind and heart. The tactile sense refers to events in the field, while common sense is the value system created by the environment in which one was raised. This difference troubles business owners. Many company presidents would say that their inherent personality is suited for a No. 2 position. However, whether they became founders out of passion, were forced into the role of a manager due to circumstances, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small and medium-sized enterprises are often disorganized entities lacking in people, goods, money, and management. However, because they work to bring together such organizations, SME presidents become a 'common breed.' If you manage SMEs with the above characteristics for 20 or 30 years, you inevitably become a common type of SME manager.

• Management Seminar
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A certain company president, although young, desperately endured shame and tackled challenges head-on to avoid bankruptcy. He was short of 10 million yen needed for settlement funds. He sought help from government-affiliated financial institutions, but due to the lending restrictions at that time, they completely ignored him. As thoughts of bankruptcy loomed for tomorrow, he suddenly came up with the idea of contacting a local representative with whom he had no prior acquaintance. He quickly reached out, met with the secretary, conveyed his dire situation and the current lending restrictions, and managed to gain understanding, thus escaping the crisis. Another company president underwent civil rehabilitation. Once under civil rehabilitation, borrowing from financial institutions becomes impossible. He was forced into a very tough management method that required him to operate solely with cash. The president not only threw away his shame and reputation but also completely changed his personality. He became a demon who would take on any job and seize even the smallest connections for work. Six years later, he received a call from this president, who, with tears in his eyes, joyfully shared that the court had recognized the conclusion of the civil rehabilitation process. I want them to feel proud of running a self-sufficient business, no matter how small, and to participate in it (thinking for themselves, taking action, and accepting responsibility). I strongly hope they will convey the greatness of their company to their employees and families.

• Management Seminar
• Management Skills Seminar

How many years has it been since your company was founded? According to the Small and Medium Enterprise White Paper, the survival rates of companies born over ten years are as follows: the survival rate after one year (newborn) is about 72%. The survival rate after three years (kindergarten) is about 50%. The survival rate after five years (senior kindergarten) is about 40%. The survival rate after ten years (fourth grade) is about 26%. In other words, the probability of surviving for ten years is only 30%, which highlights the difficulty of survival compared to human survival rates. Looking at the trend of bankruptcies at economic turning points: - COVID-19 (2020): 7,773 cases. - Normal period (2019): 8,631 cases. - Great Earthquake (2011): 12,707 cases. - Lehman Brothers (2009): 13,306 cases. - Bubble (1987): 12,655 cases. The factors leading to bankruptcy vary with changes in the environment, but bankruptcies occur in every era, regardless of whether the economy is good or bad.

• Management Seminar
• Management Skills Seminar

■ The company is a human zoo, designed to collapse. The characteristics of various organizations, such as sports and hobbies, are fundamentally similar in that they gather people with similar values. For example, if friends from a recreational baseball team discuss going camping, the conversation quickly comes together. However, a company organization is characterized by the gathering of people with differing values, backgrounds, ages, and genders. Therefore, unless there is an intention to unify the company organization, it will not function as a cohesive entity. In other words, if left unattended, the company is inevitably designed to collapse. ■ A company will not run smoothly if nothing is done. People with different backgrounds and differing values regarding likes and dislikes happen to live in the same area and come together to form an organization under conditions where they can compromise on treatment. This is the case for many small and medium-sized enterprises. While a group of animals in a zoo lives based on natural coexistence, when humans become like a zoo, they forget their own productivity and complain about low evaluations, or say they don’t get along with someone, or that even when company policies are presented, they do as they please. Many companies are in a state of neglect. In other words, it is more effective to consider company management methods based on the premise that a company will not run smoothly if nothing is done.

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In this document, we introduce a consulting plan aimed at surpassing an annual sales of 3 billion yen and a workforce of 100 employees. We explain the characteristics and realities of companies with an annual sales of 3 billion yen and 100 employees, as well as the key points for overcoming challenges. Additionally, we provide an overview of organizational diagnostics and a schedule for organizational diagnostics from case study companies that have surpassed an annual sales of 3 billion yen and a workforce of 100 employees. [Contents (partial)] ■ Introduction ■ Preface ■ Characteristics and issues of companies with annual sales of 3 to 5 billion yen and 100 to 200 employees ■ The essence of surpassing an annual sales of 3 billion yen and a workforce of over 100 employees ■ Three principles of form, scale, and four forces *For more details, please refer to the PDF document or feel free to contact us.

• Management consultant/Small business consultant

Our company is conducting a "Management Tool Presentation Series" themed around "a system for enforcing decisions." In this series, we explain the specific methods for why small and medium-sized enterprises struggle to implement decisions as intended. This is recommended for companies that hold meetings but cannot create concrete decisions or have difficulty maintaining the PDCA cycle. 【Features and Effects】 ■ Everyone in the department can share a common understanding of the decisions that need to be made this month. ■ Not just managers, but all members can drive the team forward by participating in the PDCA cycle. ■ As awareness of adhering to decisions strengthens, performance will improve. *For more details, please refer to the PDF materials or feel free to contact us.

• Technical and Reference Books

Our company offers a prescription and know-how for small and medium-sized enterprises that have been tested to continue thriving, through the "Management Tool Gift Series." This series introduces a human resource development manual system that includes methods to standardize the teaching of company philosophies and work methods, enabling anyone to grow to a certain level. We explain how to develop human resources through the company's system without relying on individuals. 【Features and Benefits】 ■ Systematically advance from employee recruitment to onboarding, development, and strengthening ■ Practical content that allows for human resource development in daily employee tasks ■ Strengthen the company's constitution by developing talent internally ■ Standardization of training for management-level personnel who teach work ■ Enable development to a certain level within a specified period *For more details, please refer to the PDF document or feel free to contact us.

• Technical and Reference Books