In the 1970s, many materials and chemical companies such as Kanto Denka, Dowa Kogyo, Toda Kogyo etc. had entered the development of metal magnetic powder for magnetic recording. The business environment of functional materials had become complicated at this period. The decision making to start new theme of R＆D for functional materials and the decision making to invest functional materials industry has been forced to be difficult. Now, in the R＆D and commercialization of functional materials for electronic parts and devices, the risk that investment does not lead to success is increasing. Especially technological change has been rapid in the 21st century and many companies of developed countries also have entered in the electronic equipment field. Therefore, as it is observed in the materials business of lithium ion batteries, the business of functional materials is becoming more complicated than in the past. We compare the technology management strategies of four companies concerning metal magnetic powder as an example of the beginning of business about functional materials with large uncertainty and risk.

The uses of ROE, ROA and other financial ratio indicators as business analysis to analyze company’s operating conditions are commonly used. However, each company’s business model, business strategy, development history are not the same, hence the financial structure is different as well. This study adopts principle component analysis as method to explore such features. Six major financial items data are chosen instead of using financial ratio indicator and securities report. Principal component analysis was applied to the study of financial data of two large corporations and three small and medium-sized firms in cosmetic industry in Japan. Principal component matrix was used to interpret the performance characteristics of each company and scatter diagram of principal component scores was used to visualize each company’s performance. This analysis is simpler and more convenient than the ROE and ROA ratio that requires expertise. In addition, we were able to analyze not only the financial figures but also the number of employees who are non-financial figures.

　In recent years, the service industry has developed. But service management has not been established. Improvements of service operations were dependent on the experience and intuition of veteran staffs, because there are service operations for customer's various requests. For the productivity improvement of service industry, it requires the development of systematic service management method that does not rely on experience and intuition. In order to develop systematic method aimed at operational efficiency and high quality service, the operation analysis method and the standardization of service operation is required. In this study, the propose is the development of the service operation analysis and evaluation method using the case study of the retail store. First, I design the modeling method of service operations as the operation analysis result. The modeling method is in reference to the IDEF, which is business process analysis tool. Second, I aim to set the standard operation procedure and the standard time of some operations. For the standardization of service operations, I design the evaluation criteria of service operation. This criteria is designed by the reference of SERVQUAL ＆ SERVPERF and manufacturing industry's criteria. I examine the effect of designed modeling method and evaluation criteria by applying them to the concrete retail store operation.

　The product development of the enterprise is developing the new products based on successful products. The idea of becoming the basis is making the products platform. This paper propose the SIQ table and SIQC table to analyze the commonality ratio of the common parts by selecting supplier, parts sharing of the product. In order to evaluate the quantity and cost of the parts purchased from the supplier, the new SIQ (T) table and the SIQ (Pk) table by product, the SIQC (T) table with cost taken into consideration and the SIQC (Pk) are proposed the table.

　From the SIQ (T) table, we proposed the supplier's evaluation method based on supplier's parts supply index and average parts supply index. This paper discussed the part supply index according to the product, the evaluation method of the ratio of suppliers according to the product, and the average part supply index by using the SIQ(Pk) table.

　A report was sponsored to record the volunteer activities by various Buddhist groups after the 2011 Tohoku earthquake and tsunami. The report summarized the results of a survey conducted by the Japan Buddhist Federation (JBF) and two other organizations in March 2013. Responses were received from 65 groups that the JBF had aided.

　This report collected descriptions of their support activities for victims of the earthquake and tsunami, as written about in the survey’s free description fields, in the year after the disaster. These descriptions had not yet been analyzed.

　I describe the process of applying text data mining techniques to the descriptions in the report, and then analyze the text data thus derived from the report using free text-mining software. The results show that changes in support activities showed up as changes in word-usage trends and collocations.

　The Research Committee of Japan Society for Production Management had conducted questionnaire surveys on success factors of high value added manufacturers from 2014. Despite the fact that added value of Japanese manufacturers as a whole has declined, some companies are growing. We discovered the common characteristic of high value added manufacturers.

　The first, we have confirmed that the manufactures have constructed a method of how to respond to the needs of the end consumers. These were differentiation of the value of use of the product and establishment of the supply process of the product. Next, we understood that the organizational structure and production system for maintaining them are important. Finally, what we were able to confirm was investment of product development for the introduction of products faster and in common.

　Then, we summarized the results of our interviews as discussion papers. The results of our interviews are summarized in discussion papers as survey analysis of manufacturing high value added management. They were No.002:Seiren(Oct.2015), No.003:Daikin(Feb.2016), and No004:Omron(Oct.2016). These are published in the HP of our society. (URL：http://e-jspm.com/category/shibu/discussionpaper)

　Among Japanese manufacturers, one of the characteristics of manufacturers pursuing high added value is that it requires the source of high value added to the discrimination of use value of their products. The three companies surveyed are developing unique product concepts that emphasize discrimination in the consumption process of purchasers of their products by other companies or households.

　In the previous manuscript, each company examined how to understand the discrimination of the consumption process of its products. In this paper, we investigate and report on the influence of the discrimination of use value on organization type and production control system of manufacturer companies.

　Even if the content of each is different, streamlining (rectification) production can be said in common. It means synchronized production system. Although it is the same in a word, each company's own ingenuity is included. Here we report a characteristic method.

　Present author has been engaged in the field of chemical industry and polymer industry for a long time. Recently, for these 7 years, author happened to have the chance to educate to nutrition science to the young students, who want to be registered dietitians in near future. Here the matters which related to the Nobel Prize, are usually observed in daily lessons. Author realized the difference between the matured science and the science which show daily progress.

　In this research, we propose a method to support comprehensive judgment of demand by using demand prediction based on marketing science called diffusion simulation in combination with production management and logistics in a broad sense including logistics. As a result of the consideration, the proposed method decides from two sources, actual demand and demand forecast, and it is expected to achieve higher accuracy because it uses more diverse information to make a decision on demand. Due to the comprehensive determination of demand based on the results of "measuring" actual demand and "predicted" based on marketing science, the risk of divergence of demand forecast may decrease. The limit of this research has not been verified on the effectiveness yet, it will be a future task.

　From an international perspective, it is pointed out that Japanese companies have low profitability. However, fluctuations in profitability are not limited to only one factor, but are expected to fluctuate also due to the influence of the external environment of the company, changes in financial behavior, and the like.

　In this paper, we analyze the change in profitability of large corporations in Japan (capital over 1 billion yen), based on the data of Financial Statement Statistics of Corporations. Analyze from the company's Return on Assets (ROA). In addition, this paper attempts a more detailed study by decomposing ROA and analyzing it from the viewpoint of the return on sales, total asset turnover, etc., which caused such change. In addition to this, this paper describes what kind of factors brought low profitability of Japanese firms.

　The information and communications industry is an indispensable industry for corporate management and civic life in the global era. Avoiding possible risks, various countermeasures have been taken for business continuity. Especially damage caused by natural disasters is large. Therefore, it is necessary to minimize the risk of stopping the service. In addition to achieve sustainable, and provide continuous services for corporate management and civic life, until the equipment is restored, there is a need to plan an alternative means.

　In this paper, we examined the complementary function of cable television using an extraordinary disaster broadcasting stations which is community broadcasting using portable broadcasting equipment. And, among various geographical issues in mountainous areas, between the cable television until the failure recovery to operate. So, we report it.

　Present day, many medium and small sized companies set their agenda on how they integrate service into their business. There are preceding studies that organized the steps of the transition from products to services, and other knowledge, however, it’s not easy for many medium and small sized companies to launch the policy of what to tackle with, and how to proceed it. We therefore figure out the framework for building up the strategy of the transition to services, combining marketing frameworks and theories like marketing 3.0 or service-dominant logic. Then, we use the policies of Industrial Internet Consortium “IIC”, aiming to create new services by utilizing Internet of Things “IoT”, and policies for sophisticating Japanese manufacturing industry issued by the Japanese governmental office, aiming to show the right directions for Japanese medium and small sized companies.We made sure the contents in these policies to effectively apply this new framework, so we validated the effectiveness of this new framework.

　A lot of management of small and medium manufacturers is aging.

Many executives desire to succeed business, but they are struggling to find their successors.

Many of those firms have valuable skills, but the transfer of their technical skills has not been performed well. A source of competitive advantage of manufacturing firms is technical skillset. Therefore, when a valuable technical skill is not handed down from generation to generation, the continuation of the business will stop.

There are many things that need to be done for small and medium-sized manufacturing firms, such as standardization, automation, and handling of skilled skills when tackling traditional skill transfer. The OJT method is not only necessary but needs to be adjusted and conducted depending on the situation and the level of skills to be transferred. Sometimes the management lacks systematic engagement of the OJT and just leaves it to their staff. In this paper, we propose an OJT method tailored to the level of skill.

Therefore, when you use the OJT method, we suggest that you should train those people who are not very good at teaching by applying the QC circle activity depending on the level of skills they pass and the stage of skill transfer.