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In our "Online Consulting" course, you will practice problem-solving using the DMAIC steps, which are based on the world-standard methodology for problem-solving known as "Lean/Six Sigma." DMAIC is a fundamental step in problem-solving, and by having the entire organization understand it, the organization's problem-solving capability will improve, leading to enhanced corporate transformation ability. This course is suitable for those who aim to embed problem-solving within their organization and enhance their corporate transformation capability. Additionally, since various standards such as ITIL and IATF16949 are based on Lean/Six Sigma, it is also appropriate for those who have already implemented or are considering these standards to understand the overview of Lean/Six Sigma. 【What happens after the consulting ends】 ■ You will grasp the concepts and steps of problem-solving. ■ You will be able to solve small problems in practice. ■ You will understand the overview of Lean/Six Sigma. ■ You will recognize the importance of problem-solving within the organization and what is specifically needed. *For more details, please download the PDF or feel free to contact us.

In our "Online Consulting" course, you will learn why "failures" occur and the methodologies to turn those "failures" into "successes" through practical exercises. For example, the 8D is a fundamental step in problem-solving, but many organizations repeat "failures" in improvement because they focus too much on this 8D process. There are also reasons behind the failures in the "5 Whys" approach. Additionally, to clarify the causes of failures and guide you toward success, you will engage in structured group discussions to tackle issues step by step, allowing you to recognize the reasons yourself. 【What happens after the consulting ends】 ■ You will feel the concepts and steps of problem-solving. ■ You will be able to solve actual on-site issues. ■ Everyone will solve problems following the same methodology. ■ Understanding of IATF will progress, and methodologies for stable on-site operations can be proposed. *For more details, please download the PDF or feel free to contact us.

"Corporate Transformation Support" is a consulting service aimed at enhancing performance and corporate transformation capabilities. It is important to improve the ability to continuously change on a medium- to long-term basis while solving various challenges such as resolving business issues, accelerating corporate transformation, and systematizing corporate transformation. If you wish to solve your company's challenges and become capable of self-sufficiently and autonomously addressing issues, please feel free to consult with us. 【Features】 ■ Act as a strategist for corporate transformation ■ Develop transformation leaders and create a system for continuity ■ Introduce methodologies for corporate transformation ■ Set appropriate hurdles and become a coach to help overcome them ■ Implement efficient, effective, and continuous transformations using IT and tools *For more details, please feel free to contact us.

In the manufacturing industry, there are still many analog processes such as communication via fax, paper slips, and phone confirmations of production status. Additionally, even when computers are used, data is often manually entered into Excel or Access, raising concerns about the long-term sustainability of many companies. "We've always done it this way," or "There's no particular problem, so we don't need to change," are common sentiments. However, these familiar methods may actually be causing a decrease in productivity. Input errors, communication lapses, and the minor inconveniences that arise with each confirmation can accumulate, ultimately leading to delays in delivery and increased overtime. On the other hand, recently, companies in the same industry have begun to focus on visualization and automation, gradually transforming workplaces that can no longer rely on human intuition and perseverance. *For more details on the column, please refer to the related link. Feel free to contact us for more information.*

"How far along is today's production?" If the president doesn't show up on-site, they won't understand the situation. Such scenes are not uncommon in small and medium-sized manufacturing industries. When information is scattered, the president and managers cannot see the "big picture," leading to delays in decision-making. Instead of focusing on judgment, which should be the role of the "brain of the company," they end up spending time searching for information. This is the inefficiency of the workplace and a significant risk for management. This is where MES (Manufacturing Execution System) comes into play. MES is regarded as an important system in manufacturing for "visualizing the factory in real-time." *For more details on the column, please refer to the related links. Feel free to contact us for more information.*

The wave of IT adoption in the manufacturing industry goes beyond mere efficiency improvements and cost reductions. Today, IT has become a key strategy for shaping the future of manufacturing. In particular, for small and medium-sized manufacturers, the benefits of IT adoption are expanding significantly, not only to enhance on-site production efficiency but also to alleviate the burden of back-office operations and address labor shortages. By introducing advanced technologies such as digital tools and generative AI, it is possible to improve efficiency and quality with fewer personnel. This article will delve into the benefits of IT adoption, specific ways to utilize it, as well as the challenges that come with implementation and their solutions, using examples from small and medium-sized manufacturing businesses. Let’s leverage IT to aim for a sustainable evolution in manufacturing. *For more details on the column, please refer to the related links. Feel free to contact us for more information.*

The manual is not just "educational material." It is a "company commitment" to maintain quality, nurture people, and connect technology to the future. The essence of the manual is "a tool for nurturing people." Its purpose is to transform the tacit knowledge (intuition and tips) of skilled workers into explicit knowledge that anyone can replicate. For example, the appropriate amount of tightening force, how to hold parts and at what angle, and the sensory perception to detect abnormalities through sound or vibration—these "worlds of sensation" cannot be fully conveyed through paper or text. That is why now is the time to reconsider the very role of the manual. *For more details on the column, please refer to the related links. Feel free to contact us for more information.

For small and medium-sized manufacturing businesses, streamlining operations is essential to maintaining competitiveness. Among recent technological innovations, the use of AI tools, particularly ChatGPT, has garnered significant attention. ChatGPT holds great potential as an easily accessible AI, allowing users to ask questions and seek advice as if conversing with a friend. It can be used easily without special skills or knowledge, making it a reassuring option for those who may feel apprehensive about AI. For example, it can be helpful in various scenarios such as automating tasks, customer support, and data analysis. This enables daily operations to run more smoothly and allows for more efficient use of limited resources. In this article, we will discuss how small and medium-sized manufacturing businesses can utilize ChatGPT, detailing specific benefits and implementation methods. *For more detailed content of the column, please refer to the related links. For further information, feel free to download the PDF or contact us.*

We would like to introduce a case study on how a manufacturing company improved its quality control and assurance levels by utilizing IT. The company faced the challenge of increasing complaints in recent years, as quality was considered based on individual awareness. After implementation, quality was managed in accordance with quality regulations using IT. This resulted in a 50% reduction in the recurrence of defects during final inspections and a 30% decrease in initial occurrences. Complaints were halved in the first year and continued to gradually decrease thereafter. [Case Summary (Partial)] ■ Challenges - Quality was considered based on individual awareness, leading to an increase in complaints in recent years. ■ Results - 50% reduction in the recurrence of defects during final inspections, 30% decrease in initial occurrences, and complaints halved in the first year, with a continued gradual decrease thereafter. *For more details, please feel free to contact us.

To companies providing environmental and energy equipment services, we will introduce examples of reforming various operations across the entire company and implementing and updating IT. The company faced challenges where each department and location independently built their operations, resulting in insufficient standardization and overall optimization, with systems being a patchwork. After implementation, overall optimization, standardization, and labor-saving measures progressed, resulting in an effect of several tens of millions of yen per year in efficiency gains and increased sales. 【Case Overview (Partial)】 ■Challenges - Each department and location independently built their operations, leading to insufficient standardization and overall optimization, with systems being a patchwork. ■Results - Progress in overall optimization, standardization, and labor-saving measures. - Combined effects of efficiency gains and increased sales amounting to several tens of millions of yen per year. *For more details, please feel free to contact us.

We would like to introduce a case study of the implementation of Lean/Six Sigma for manufacturing companies. In this company, improvements were reliant on individual skills, and only a specific few were responsible for improvements. There was a risk that improvement know-how was not being passed on, and if those individuals left the company, improvements would come to a halt. After implementation, the manufacturing department utilized standard methods for setting challenges, advancing improvements, and managing improvements. In the first three years, we achieved effects of approximately 20 million yen each year, a penetration rate of improvement methods (about 40% recognition in three years), and built a solid track record of thorough improvements. [Challenges] ■ Improvements were reliant on individual skills, and only a specific few were responsible for improvements. ■ Improvement know-how was not being passed on, creating a risk that improvements would stop if those individuals left. *For more details, please feel free to contact us.