I am Yoshida, president of Yamada Shusei Ltd., a professional apparel garment repair group in Nagaoka City, Niigata Prefecture.
It has already been two years since I set forth a vision map and management philosophy in conjunction with my appointment as president, and the Create Division and Yoriito Division, which did not exist at that time, have been born.
Although it will take some time for the corporate culture to take root, we have gradually come to realize that “one person's thoughts,” “one person's actions,” and “a drop of rainwater falling on a water source” will eventually lead to a great ocean.
As we pass the end of this quarter, we are planning a vision retreat in Hara Village, Nagano Prefecture, also known as “Starry Village,” as an August event.
Leaders from the Tokyo and Komatsu plants will participate to visualize the vision and fill in the blanks in the Tokyo and Komatsu areas of the current vision map.
In the case of our company, it is difficult to have time to think about our vision and philosophy in the course of daily business.
However, in the rapidly changing social and global situation, not only in the textile industry, it is obvious that doing the same things in the same way will not work.
The key to change is the day-to-day site, and the vision is the base that drives the site.
In terms of a matrix of urgency and importance, this project falls into the second area, and is an initiative that tends to get put on the back burner in daily operations unless it is consciously addressed.
We have decided to take on this challenge in August, hoping that it will lead to the revitalization of each of our workplaces.
