Nichirei Corporation

Duration of collaboration 2019 ~ Ongoing
Participating Programs Swedish Studio, IMSAP Studio, IMSAP Camp I, II, III, One-on-one Acceleration Support

Adopting global standards and building a system aimed at creating new value. Deepening the understanding of innovation among all employees through study sessions and educational programs tailored to their position in the organization. Towards radically new ideas, not just extensions of the previously existing ones.

Adopting global standards and building a system aimed at creating new value. Deepening the understanding of innovation among all employees through study sessions and educational programs tailored to their position in the organization. Towards radically new ideas, not just extensions of the previously existing ones.

−−−What kind of problems did you have at the time?

We could not think of new ideas because we were stuck with existing frameworks.

We knew that we needed to create new value in the future, but we didn’t know how to do it. Since our company deals with food products, we already knew exactly what we were going to make, but we were not used to working on something new. The starting point for new ideas was often to improve what we already had.

Another issue is scale. Because we are a large company, it is difficult for us to make something small. Lastly, there was the issue of schedule. We were in a situation where we were expected to produce results within a year at most.



While existing businesses can be a foundation, they can also be a disincentive to start something new or cause a decline in the future. In fact, in our company’s case, the overall business performance has been good, so we have tended to lack the courage and necessity to take on new challenges.

 

−−−What services from JIN did you use to solve the problem?

For the purpose of creating new value, we first had an assessment of what the current situation was, and then we had education and study sessions for each hierarchical and functional level in a way that suited our company.

In addition, they helped us to design and operate our IMS (Innovation Management System).


−−−What are JIN’s strengths?

JIN has actively participated in the creation of the international standards for innovation management, which is a remarkable achievement

Mr. Nishiguchi, the CEO of JIN, has directly participated in the creation of ISO 56002, so he was able to support the introduction of this international standard to our company with a solid base. Based on this base, we were able to receive training and study sessions in a form suitable for each level of our organization




−−−How did your company eventually change?

Designing a unique program to suit each individual’s perspective

Through the study sessions and educational programs, each individual was able to deepen their understanding of innovation. The number of people who are interested in creating new value has increased in our company. This is only our first year, so we want to do even better in the future.




−−−Finally, what would you like to tell people who have the same problem?

First of all, if a company’s president doesn’t say that he will do it, the company won’t do it. The president of our company always says, “Take on challenges, don’t be afraid of failure, let’s do this”. Basically, top management should make a commitment to innovation management. Also, it is necessary to understand that results cannot be achieved in a short period of time.

The announcement of the global standard ISO 56002 was a factor that made it very easy to move forward. With the understanding that it is a global standard, we can move ahead with less effort as there is no room for doubt in the implementation itself. The commitment and motivation of the management team and the understanding of the ISO 56002 system are critical success factors.

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