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In a factory with a variety of products and small quantities, "things are not progressing as planned" — the cause lies in managing it with the same mindset as mass-produced items. By taking a "zoom-out" perspective from TOC (Theory of Constraints), we will fundamentally review the production system. An online seminar with real case studies effective for processing and assembly-type production management in aerospace, machinery, and more. November 10 (Monday) 16:00 - 17:30 / Free participation.

Delays in projects that become serious in the latter half of product development are troubling many development teams. The project management method "CCPM" that we utilize in product development monitors the progress of projects using a three-color graph. Green indicates smooth progress, yellow indicates caution, and red indicates a danger zone... recovery is needed. It is well-regarded for effectively visualizing delays and aiding in time management. However, in many development environments, there is the reality that "there's nothing we can do about the red zone." This means that "there are no other technical engineers available, and ultimately, the current team members have no choice but to work overtime or on holidays." By acquiring management methods suitable for product development projects, it is possible to break free from this situation. In this seminar, we will explain how leaders can manage crises proactively, like a captain navigating a remote route, using case studies. This seminar is highly recommended for product development engineers and managers who are struggling to improve their product development processes. [Instructor] Goal System Consulting Co., Ltd. Executive Officer CTO and Chief Consultant Hisashi Mando

For product development engineers, a "project schedule" is essential for promoting projects and is something they are accustomed to creating. However, the reality is often just placing the given deadlines. Although it is created for reporting purposes, there is no forecast for resource allocation, and even when starting a project with the inner thought, "There’s no way we can meet this schedule," the burden of planning changes only increases, and deadlines tend to be delayed in the end. I often hear from those on the ground who are fed up with this situation. In this seminar, we will discuss how to break free from such project schedule creation and develop practical schedules that make engineers feel positive, saying, "This is achievable! I want to accomplish this with this schedule!" We will cover everything from the mindset to specific strategies, based on successful case studies. Wouldn't you like to start a development theme along with a project schedule that everyone can rally around during the kickoff? In the development sites of several companies we will introduce, such changes are actually happening and spreading. If you feel that "it's impossible to create a reliable project schedule for product development" or if you are thinking "I want to lead product development projects in a better state than now," please take this opportunity to participate!