豊田マネージメント研究所 List of Products and Services

To Japan Software Development Co., Ltd., we would like to introduce a case study of TMS implementation. The company had concerns about introducing TMS, as it would involve using the TMS tool directly in the field, which could create significant ripples in the workplace. After implementation, we received feedback that work has been standardized thanks to TMS, and it has become possible to avoid individual dependency without even being conscious of it. [Case Overview] ■ Effects - In the cloud business that has been running for 10 years, it has started to generate a stable revenue. - The atmosphere within the company has changed as the leadership has begun to actively promote TMS. *For more details, please refer to the related links or feel free to contact us.

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To Japan Software Development Co., Ltd., we would like to introduce a case study on the implementation of TMS. In the past, the company focused on whether members were able to perform their work, but after the implementation, there has been a shift towards understanding how members feel about their work, fostering a consciousness of standing in the other person's shoes, and beginning to gauge the inner aspects of members when carrying out their tasks. Moving forward, they believe that they are only halfway through their efforts regarding "standardization," which they have been working on, and they intend to continue this, including both technology and sales. [Case Overview] ■ Effects - A consciousness of standing in the other person's shoes has developed, allowing members to consider how their colleagues feel about their work. - There has been an increased ability to gauge the inner aspects of members when performing their tasks. *For more details, please refer to the related links or feel free to contact us.

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We would like to introduce a case study of the implementation of TMS at Shimbo Information Systems Co., Ltd. The company faced challenges such as weak communication and low work quality, but after the implementation, the interactions among members became closer, leading to increased communication and a greater interest in surrounding members. In the future, they aim to transform into a company that is always "proactively creating work" and "generating value." 【Case Overview】 ■Effects - Communication among employees has greatly improved - Development efficiency, including equipment productivity, has been enhanced *For more details, please refer to the related links or feel free to contact us.

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

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We conducted an interview with Fujitsu Niigata Systems regarding the implementation of TMS. We asked about the differences between the training they have received so far and TMS, what insights they gained from practicing TMS, and what changes they or their surrounding members felt before and after the implementation. *Details of the interview can be viewed through the related link. For more information, please feel free to contact us.*

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We would like to introduce a case study of the implementation of TMS at Fujitsu Niigata Systems, Inc. Since the company started its improvement program, it has been visualizing tasks and issues, producing numerical data, which has led to a noticeable change in awareness, resulting in a trend of reduced overtime. Moving forward, the goal is to ensure that each task is truly being optimized, including finding ways to visualize this process. 【Results】 ■ Overtime has decreased by about 10% ■ Productivity has improved ■ The company has been able to quantify customer issues, establishing a habit of addressing the most significant problems first, where the numbers are larger. *For more details, please refer to the related links or feel free to contact us.

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We would like to introduce a case study of the implementation of TMS at Fujitsu Niigata Systems, Inc. The company often receives orders from Fujitsu as part of its business model, which led to a passive approach over time. After the implementation, we received feedback that the repetition of "not just training for knowledge, but actually putting what was learned into action" within a short period of time resulted in significant achievements. [Case Overview] ■Challenges - As part of the Fujitsu Group, the company often received orders from Fujitsu, leading to a passive stance. ■Results - The repetition of "not just training for knowledge, but actually putting what was learned into action" conducted in a short period of time led to significant achievements. *For more details, please refer to the related links or feel free to contact us.

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An interview was conducted with the Chairman of Japan Software Development Co., Ltd. regarding the introduction of TMS. We asked if there were any concerns about the decrease in operational efficiency (time spent on direct work) during the six months (6 hours × 12 sessions) when implementing TMS, such as the TMS Level 3 program. *Details of the interview can be viewed through the related link. For more information, please feel free to contact us.*

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To Japan Software Development Co., Ltd., we would like to introduce a case study of TMS implementation. The company has a strong inclination towards reform, always looking forward and challenging itself, with a strong drive to create the future. However, on the other hand, aspects related to "improvement" at the immediate operational level had been somewhat neglected. Since the implementation, in terms of numerical changes, overtime has been reduced by half over the past 1-2 years, resulting in an annual reduction of 6,000 hours, which has been a significant improvement. [Case Overview] ■ Challenges - Aspects related to immediate operational improvement had been somewhat neglected. ■ Results - Employees have become more cheerful and are laughing more. - Overtime has been reduced by half. - There is no longer any work that requires going back. *For more details, please refer to the related links or feel free to contact us.

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We would like to introduce a case study of the implementation of TMS at Fujitsu Niigata Systems, Inc. The company primarily focuses on contract work and had strong concerns about a passive attitude of simply doing what was asked. They wanted to break free from this mindset, which was the main trigger for considering TMS. After the implementation, communication among employees actually increased, and there were measurable results showing an improvement in the ES evaluation conducted within the company compared to last year. [Case Overview] ■ Challenges - Strong concerns about a passive attitude of simply doing what was asked. ■ Results - Communication among employees actually increased. - A more approachable environment was created. *For more details, please refer to the related links or feel free to contact us.

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This document contains information about "Toyota-style work." It provides an overview of the two pillars of the Toyota Production System (TPS): "Just In Time (JIT)" and "Jidoka," as well as details about the Toyota Way. Additionally, it includes an overview of the three qualities necessary to improve corporate performance. Please feel free to download it and read it. [Contents] ■ Two pillars of the Toyota Production System (TPS) ■ Toyota Way ■ Necessary elements to improve corporate performance ■ What is TMS (Toyota Way Management System)? *For more details, please download the PDF or feel free to contact us.

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Toyota Management Institute Co., Ltd. will hold a free online seminar titled "Changing Yourself, Changing the Workplace: Secrets of Toyota's Work Style - TMS Introduction Edition." In this seminar, a Toyota alumnus will introduce the management system "TMS (Toyota Way Management System)," which applies the fundamental concepts of the "Toyota Way" and "Toyota Production System (TPS)," the pillars of Toyota culture, to office work. As a first step to changing yourself and your workplace, we encourage you to listen to the company's work methods and organizational culture. 【Online Seminar Details (Partial)】 ■ Dates: October 16 (Wednesday) and October 24 (Thursday), 2024 ■ Time: 16:00 - 17:00 ■ Streaming Tool: ZOOM ■ Fee: Free ■ Maximum Participants: Up to 50 people (registration will close once capacity is reached) *For more details, please download the PDF or feel free to contact us.

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We would like to introduce our "Corporate Diagnosis (Global Benchmark)" that we conduct. This is a corporate diagnosis system that diagnoses the vitality of a company to improve its organizational structure, indicating its global positioning with a numerical value (GBM value), allowing for the identification of the company's strengths, weaknesses, and challenges. Based on this GBM value, we will clarify future improvement goals and propose an improvement plan. 【Planned Corporate Structure Improvement Activities】 ■ Diagnosis - This service diagnoses the vitality of the company and indicates its positioning. ■ Improvement - Set medium- to long-term activity goals for improvement and follow-up. (If the GBM value improves, the company's performance in QCD will also improve.) *For more details, please download the PDF or feel free to contact us.

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