From a few tens of thousands of yen (operations review and architecture study only)
First consultation
Free (video call in Japanese). You can reach out before the brief is settled.
Service area
All of Japan online (in Japanese), with on-site visits in Tokyo and Saitama. Based in Minato-ku, Tokyo.
Hours and replies
Mainly weekday evenings and weekends. Inquiries are usually answered within two business days.
We respond flexibly across requirements, design, implementation and operations improvement — scaled to the work and the organization.
Mapping the as-is
Visualising current workflow / data flow
Pulling out waste and risk through interviews and on-site observation
Sorting variation across responsibility / authority / procedures
Designing the to-be
Clarifying rules, division of work and checkpoints
Improvement design including RPA / BI / system development
Defining effect-measurement KPIs and operational steps
Outcomes we aim for
Setting concrete goals for improvement and validating in short cycles.
Less time
Cutting lead time on monthly reports or approval flows by ○%.
Fewer mistakes
Quantifying reductions in rework, send-backs and input errors.
The goal isn't just delivery — it's an arrangement the business actually settles into.
We're based in Minato, Tokyo. Depending on the work, we combine on-site meetings and web conferencing (both in Japanese).
Frequently asked questions
Common questions about this service. See the site-wide FAQ for more.
Can we consult you without assuming a system will be introduced?
Yes. We also accept requests for operations organization and architecture review alone, with a reference price from a few tens of thousands of yen. We visualize the current state and start with the smallest change that yields a measurable effect. We propose RPA, BI, or system development as a next step only if that turns out to be necessary.
How does business workflow improvement proceed?
First we visualize the current business and data flows, and use interviews and on-site observation to sort out waste, risk, and variation in procedures (As-Is). Next we clarify business rules, the division of work, and checkpoints (To-Be), then define KPIs and operating procedures for measuring effect and verify them in short cycles.
What if improvements don't take hold on the ground?
We don't change everything at once — we start with the smallest improvement that shows an effect, verify it in operation, and expand only as needed. Sharing decision criteria with the people on the ground reduces rework from confirmation, explanation, and correction, aiming for a state where improvement can continue based on data.