Member

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  Managing Director

  Kokubo Kazutaka

  It's important to share the company's challenges and create a lot of empathy within your company. In order to achieve strong and lasting growth and promote vibrant reform activities that do not stop evolving, we strongly recommend that you clarify your policies, permeate your day-to-day operations, and the actions and awareness required to achieve corporate goals be aligned with the actions of employees.. People perform at their best when they are properly aware of their roles and functions within the organization, as well as those of their departments. The unlimited possibilities of human beings become "trust" that cannot be replaced by anything when creating a management vision. And we strive to provide consulting that leads to the creation of the future by focusing on "visible improvements" that clearly indicate changes in the workplace and "creativity improvements" and "search improvements" that indicate the directions of the next generation. We will continue to provide "the world's most powerful consulting" to our customers.

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  Consultant

  Kubo Kenji

  Japanese companies in Thailand and other countries are facing a worldwide and global battle. It is impossible to survive the competition simply by imposing the same concepts, actions, and Japanese-style management methods as before. In addition, "human resource development" is an unavoidable top priority for corporate development. With customs and practices that differ from those in Japan, it is necessary to make sure that the activities take root in a way that suits the country (improvement method). I hope that this will be of use to make reforms consistent with employees, based on practical consulting. Our top priority is to eliminate waste and make the most effective use of management resources (people, goods, and money), but we must also pursue customer satisfaction and improve sales (profit) at the same time. Please let us know if you would like to strengthen your sales and other back-office departments.

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  Consultant

  Yamamoto Nobuyuki

  As the saying goes, "The people in the company make and gain in the business", we believe that if each and every employee is aware of waste and continues to make improvements, we can become a company that continues to win. In order to change people's mindset, it is important to set clear goals and create a system that allows people to change their mindset by implementing improvement activities toward those goals. We have been providing guidance to Japanese companies in Thailand for 13 years, and we are able to support improvement activities based on the experience we have cultivated over the years.

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  Consultant

  Honda Kazuki

  In Thailand, where the unemployment rate has been around 1% for the last 10 years, it is becoming more and more difficult to secure excellent human resources every year. In future plant operations, this issue of enhancing human resources will be an important point that will determine the future of the company. The key is to utilize the infinite assets of "people" such as knowledge, wisdom and experience. When I visit many Thai factories, I find that all companies that are competitive and have a solid foundation for improvement are always conscious of a workplace that makes use of "people", and they realize that the past, present, and future are all about "people" in manufacturing. I would like to do my best to help maximize the value of "people" resources by focusing on "people", which form the core of the company, to create a mechanism to gather awareness and wisdom that is born out of knowledge and experience cultivated in the field over many years, to strengthen the ability to take action and give shape to wisdom, and to build a factory organization to back it up.

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  Coordinator

  Mitsuhiro Aogaki

  As many Japanese manufacturers move their production bases overseas and globalization accelerates, there is an increasing need for cost competitiveness, stable quality assurance, and timely and efficient delivery. In order to do so, it is necessary to promote localization so that local employees can run the factory themselves, but the reality of the Japanese manufacturing industry in Thailand is that less than 10% of companies have local factory managers. In order for Japanese monozukuri to survive, it is necessary to expand the strengths of the Japan Standard to overseas, and we are expanding our support to improve the added value of factories by developing human resources for this purpose, mainly in Thailand and other ASEAN and Asian countries.

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  Coordinator

  Hideyuki Higashiura

  We provide comprehensive support for management innovation for manufacturers who have production bases in Thailand. We have been providing support to Japanese companies under the banner of "on-site practical consulting" that produces results. From manufacturing sites to back-office departments, we can solve all kinds of management issues with our many years of experience in Thailand and our unique know-how. “Believing in the potential of people and entrusting new value to them", please feel free to contact us with any management concerns you may have.