At Tsujioka, we perform a series of operations from cutting steel plates into parts, to bending, welding, and painting. We also handle assembly depending on customer requests.
Many companies only undertake specialized tasks, such as only sheet metal fabrication or only painting. Few companies have a system in place to handle all processes in one go.
For machinery manufacturers, being able to place orders at a single point significantly reduces the burden of production management and quality level control. This is a major strength of Tsujioka.
However, Keisuke stated, "Our greatest strength is our 'employees'."

Maintaining quality that satisfies customers. Meeting deadlines. Being able to do 'the obvious things naturally' is Tsujioka's strength.
Precisely because it is Tsujioka, customers can entrust their work with confidence and peace of mind.

Doing 'the obvious things naturally' is not as easy as it sounds.
There are many processes, and with about 50 employees, problems are bound to occur.
Yet, they can do 'the obvious' because of the high level of awareness among the employees. Such employees gather here likely because there is a comfortable working environment.

What Keisuke values most is 'people's hearts'.
He cares about his employees and makes an effort to speak to them if he senses a change from their greetings or expressions.
"I feel like the employees are my younger brothers. I want to help them if they're in trouble, and I want them to rely on me." Employees observe Keisuke's way of life as a person, judge whether he is trustworthy, and then follow him.

"I believe the company's atmosphere is influenced by its leader. If the leader seems to be enjoying themselves, everyone else will also feel a cheerful atmosphere."
He realized this when he served as the regional chairman of the Doyukai (Association of Small and Medium-sized Enterprises) the year before he became president. He felt that the members were closely observing the regional chairman.
"How the organization moves changes depending on how serious the leader is."
While problems can sometimes arise during business succession, Tsujioka was able to achieve a smooth transition.
Young leaders took the initiative, showing a willingness to support the new president together.
"Perhaps the former president had created an environment that made the employees want to support the new president."

There is an illustration called 'Tsujioka Family Spirit'.
This is the 'spirit' that has been continuously passed down from the founder's grandfather, to his father, and then to Keisuke.
The grandfather sometimes invited employees' families to his home to share meals.
The father continued to pay the salary of an employee battling cancer.

The 'Tsujioka Family Spirit' is the feeling of treating not only employees but also their families as if they were one's own family.
This spirit represents a responsibility towards the lives of the employees working at Tsujioka.
It is precisely because it is such a warm company that employees can work with peace of mind and fully demonstrate their abilities.

It's hard to imagine now, but when Keisuke joined Tsujioka, the internal atmosphere was reportedly poor. Since different factories handled different processes, they seemed like separate companies. There were even arguments between factories, blaming each other. And there was a production delay of about two months.
When delays occurred even in the initial cutting process, and he asked for the reason, the reply was, "It's the customer's fault for giving us so much work."
Despite chronic delivery delays, employee absenteeism was high, to the point that there was never a day when all employees were present.
Keisuke felt a sense of crisis about this situation. He struggled, thinking he had to change the employees' mindset, but he couldn't.
Even though he was the president's son, Keisuke's voice, as a new employee, did not reach the hearts of the employees.

At that time, it was the department manager who mediated a conflict that arose between Keisuke and an employee.
Keisuke had thought that the manager was the main source of the problem that needed to change, but that conflict became an opportunity for them to compromise.
From then on, he was able to work in cooperation with the manager, who had strong influence within the company, to promote employee mindset reform. And the manager's own mindset also changed.
Thus, what was a delay of about two months in 2011 was resolved by 2013.

Tsujioka has a low turnover rate. Nevertheless, the current challenge Tsujioka faces is 'people'.
While foreign employees can be hired, it is difficult to hire Japanese employees.
"It's difficult to recruit in the machine tool and industrial machinery industry. We need to attract young people..."

They say that being on TikTok is one way to attract young people.
At the same time, they are working to enhance Tsujioka's corporate value by setting a vision for 2025.
They want to change the image of the mechanical sheet metal fabrication industry and become a company that local people think, "I want to join Tsujioka," or "It's reassuring to work at Tsujioka."

Keisuke predicts that the way small and medium-sized enterprises in Japan work will change in about the next 10 years. For this reason, they are aiming for an organizational structure where foreigners and Japanese can co-create.

However, the future Keisuke truly desires is for all employees to work together harmoniously.
To grow one year older together each year with the colleagues they always work with.
Rather than expanding the company, he wants to help employees, whom he calls comrades, lead even slightly richer lives and grow older together with them.

Next year, a new university graduate will join the company, who apparently used to work part-time at the convenience store Keisuke visits every morning. When Keisuke mentioned the difficulty of recruitment during a casual conversation, the student reportedly asked, "Am I not good enough?"
With Keisuke's personality and employees who are willing to support him, it seems possible that they can achieve the future they envision.