Before the investment, all decision-making was done by the founding members, but after the investment, the company delegated some authority to middle management and worked to develop middle management. By providing opportunities to propose new personnel systems, we raised the awareness of middle managers as management members.
A variety of information is maintained to enable decision-making based on the final profit forecast. Stable running of PDCA cycle based on values.
Before the investment, ITTY sales were increasing and the working capital was getting bigger. J-STAR set a committed credit line of 300 million yen to respond to the increase of the working capital caused by the high product demand. As a result, the sales had increased by 57.8% at the time of the exit compared to before the investment.