“Koichi Koyama’s books are always brimming with a sense of immediacy. He doesn’t just talk theory; he writes about the methods his own company has actually implemented and that have been proven effective through guidance to over 700 businesses. Reading his books feels like learning alongside someone who delivers results.”
—ZUU online (author’s column reader, 2026)

“Koichi Koyama’s organizing techniques have topped the sales charts at multiple bookstores in Japan. For small and medium-sized enterprise owners, his books are practical, ready-to-use guides.”
—Value Press (reader of the author’s works in overseas editions)

★ Author Noboru Koyama transformed a loss-making company into a thriving enterprise with sales of 7.5 billion yen—ten times its level when he became president. He has supported over 700 member companies, 400 of which have achieved record-high profits. In fiscal years 2000 and 2010, he was the first in Japan to receive the “Japan Quality Management Award” twice.
★ Tidiness is not simply “cleaning up.” The book challenges conventional wisdom: the essence of tidiness lies in “alignment”—not only of the location, orientation, and quantity of items, but also of procedures, names, practices, ways of thinking, quality, actions, timing, and information. By aligning these elements, decision‑making time and unnecessary movements are reduced, leading to an explosive boost in productivity.
★ “Companies that fail to successfully implement AI share one common trait: insufficient information organization.” The book argues that even with the latest AI and DX tools, if data‑storage rules and file naming conventions are inconsistent, AI accuracy will remain subpar. In today’s era of digital transformation, this book is for business leaders struggling with unsatisfactory results from AI and DX initiatives.

Standardization is the most powerful mechanism! It means keeping the necessary items readily available whenever they are needed. This is what standardization entails. It applies not only to physical objects but also to procedures, methods, ways of thinking, quality, actions, time, and more. By standardizing these elements, productivity can be dramatically boosted. This book explains the strongest mechanisms through real-world examples.
Whether you’re a company or an individual, this book provides concrete guidance on how to maximize your results!

Noboru Koyama
President and CEO of Musashino Co., Ltd. Born in Yamanashi Prefecture in 1948. After graduating from Tokyo Keizai University, he joined Nippon Service Merchandiser (now Musashino) in 1976. He briefly ran his own company before returning to Musashino Co., Ltd. in 1987, becoming president in 1989. Under his leadership, Musashino—once mired in persistent losses—was transformed into a thriving enterprise with revenues exceeding ¥7.5 billion, ten times its level at the time of his appointment. Since 2001, he has spearheaded the “Business Support Initiative,” which introduces the company’s management framework. Currently, the initiative supports over 700 member companies, 400 of which have achieved record-high profits. Additionally, he delivers more than 240 lectures and seminars annually for business leaders nationwide. He received the “Chairman’s Award of the Electronic Messaging Association” in fiscal year 1999, the “Minister of Economy, Trade and Industry Award” in fiscal year 2001, and the “IT Management Top 100 – Grand Prize” promoted by the Ministry of Economy, Trade and Industry in fiscal year 2004. In fiscal years 2000 and 2010, he was the first in Japan to receive the “Japan Quality Management Award” twice. In 2023, he obtained certification under the “DX Certification System.” In March 2025, his health management initiatives were recognized, earning the company designation as a “White 500” Excellent Health Management Corporation.

Chapter 1: Why Rectification Is the Strongest Mechanism
Chapter 2: Rectifying Information
Chapter 3: Rectifying the Organization and Harnessing Human Potential
Chapter 4: Streamlining Internal Communication Within the Company
Chapter 5: Institutionalizing the “Disposal Method” for Items
Chapter 6: Institutionalizing the “Placement Method” for Items
Chapter 7: Establishing Standards and Conducting Inspections