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I am confident in my skills. In the past, my work never stopped just from referrals. However, recently, inquiries have decreased, and the response from exhibitions has also become lukewarm. I am hearing more and more voices expressing this concern. The sales team is operating at full capacity every day. Customer interactions, preparing estimates, and coordinating with manufacturing make the day fly by. We are in a situation where we have no choice but to lower the priority of either new sales, internal follow-ups, or customer interactions. The background behind many companies saying "sales are weak" is not an individual issue but rather an organizational structural problem where information is not organized. Customer information, estimates, and transaction history are all contained within individuals, and not even the administrative staff can grasp the overall picture of the company. *For more details on the column, you can view it through the related link. Please feel free to contact us for more information.

The work in front of me is somehow managing to get done. However, that "somehow" may be at its limit. The site is supported by veteran employees nearing retirement and a few mid-level members. Amidst the exchange of paper and FAX, everyone is working to the best of their ability. But don't you feel anxious about how long this situation can continue? Orders are placed via FAX, work instructions are on paper, and communication is done through phone calls or verbally. At first glance, it seems to be functioning well in a traditional manner, but this system only works because there are "experienced people" in place. But what happens when those "experienced people" are no longer around? In that moment, the site could come to a halt, carrying the risk of confusion. *For more details on the column, please refer to the related link. Feel free to contact us for more information.

First, let's focus on the "on-site support for inquiries." Whenever voices are raised in the manufacturing site saying, "The computer isn't working!" or "The printer can't print!", it is the internal IT staff who rush to respond (i.e., help desk duties). In small and medium-sized manufacturing companies, this role is often taken on not by a specialized department, but by personnel from general affairs, production management, or development. It is the IT staff, the "unsung heroes" of the site, who handle various "troubles," including issues with business PCs, internal networks, printers, business systems, and even IoT devices. However, in recent years, due to an increase in the number of inquiries and the complexity of technology, we have begun to hear voices saying, "It's just not manageable anymore." In this article, we will clearly explain the background of how internal IT staff responsible for help desk duties are reaching their limits, and provide specific measures that management can take immediately to reduce their burden and ensure that operations do not come to a halt. *For more details on the column, please refer to the related links. Feel free to contact us for more information.

The "IT Omakase Assistant" is a support service for IT personnel in small and medium-sized manufacturing companies. It can handle a variety of business areas and levels of difficulty. Originally a group of experts in business improvement, we excel at improving and standardizing operations to better fit IT. We provide support tailored to our clients' actual situations for a wide range of issues, including business improvement, IT development and implementation support, help desk services, IT infrastructure support, and security measures. 【Supported Services】 ■ General IT Consultation - Help desk (consultation on software, PCs, smartphones, etc.), - Security, IT tools, marketing using IT, AI utilization consultation, etc. ■ IT Implementation and Operation from the Company’s Perspective - Selection, implementation, and operation of software (such as SaaS services), RPA, and groupware - Building security frameworks and creating manuals, etc. ■ Business Improvement for IT Integration - Simplification and standardization of production management and process management - Establishing systems for sales management and cost management - Quality improvement and development of quality control methods - Setting manufacturing KPIs (management indicators), etc. *For more details, please download the PDF or feel free to 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 of infrastructure development for factory expansion for a manufacturing company. The company faced the challenge of implementing infrastructure development estimated by a major telecommunications company at over 4 million yen for just under 400,000 yen. After implementation, they were able to establish infrastructure at a low cost, achieving a 90% reduction compared to the maximum estimated amount (an 80% reduction when including the 5-year running costs). [Case Summary (Partial)] ■ Challenge - Implementing infrastructure development estimated by a major telecommunications company at over 4 million yen for just under 400,000 yen. ■ Result - Infrastructure was established at a low cost. - Achieved a 90% reduction compared to the maximum estimated amount (an 80% reduction when including the 5-year running costs). *For more details, please feel free to contact us.

We would like to introduce a case study regarding the improvement of order management operations and a proposal to move away from Access for manufacturing companies. The company had been continuing to use Access, which no one could maintain, for their order management operations, leading to inefficiencies that had become the norm. After implementation, information related to projects was centrally managed in Kintone, resulting in a 30% reduction in project management tasks, avoidance of operational risks associated with Access (such as file corruption and the risks of unreliable company servers), and the ability to manage operations in-house. [Challenges] - Continued use of Access, which no one could maintain, for order management operations - Inefficiencies had become the norm - Order information and drawings were managed on paper, while orders were managed on paper and Excel *For more details, please feel free to contact us.

This is an example of replacing an Access system, which no one understood, with a simplified system for business improvement. The company was using an Access-built system for order management and inventory control. They continued to use it despite wanting to change because they couldn't understand the contents, making modifications difficult, and the server operation required effort and space, posing a risk of both Access and the server becoming unusable. Determined not to rely on such a system for business risk, they decided to undertake a renovation while simultaneously improving their operations. As a result, they were able to reduce management workload and risks, leading to a more secure business operation. 【Case Overview (Part 1)】 ■ Issues - The Access system had become a black box. - There was a risk of the server management and the Access system itself becoming unusable. ■ Results - 30% reduction in management workload. - Achieved secure system operation. *For more details, please feel free to contact us.