Connecting communication between developers and customers

"When a customer requests a change in performance, we in sales understand their thoughts on the lubricant and the performance they are aiming for, and communicate it to the relevant parties. Then, developers use flexible thinking to create the desired performance." , they will work quickly to find a solution. There are also situations where we communicate our development ideas to the customer. We ask customers to look at the properties and physical properties of lubricants, but it is difficult for them to understand the development concept and background. What kind of design concept was the development based on, and what are the benefits for the customer? It is important to talk about in-house technical knowledge and experience and connect the feelings of both the customer and the developer. I think that's my role. Sometimes it connects people within the company. “One day, I was in charge of a project to greatly increase sales of grease, and promoted proposals and adoption to all kinds of customers, including manufacturing and transportation industries. This was only possible through the cooperation of all related people and their actions with the customer in mind. Within the lubricant division, there are people in charge of quality assurance, supply/procurement, development, logistics, etc. For example, the person in charge of procurement is responsible for ensuring the appropriate We manage the inventory of raw materials. For quality assurance, we quickly perform accurate quality inspections. My own role as a bridge to this integrated system of grease delivery was highly regarded, and together with other parties both inside and outside the company, I was able to significantly increase grease sales. Together with related parties, we were able to significantly increase sales of grease. This series of activities was selected for the Global Best Practices Presentation Conference, which will serve as a reference for overseas bases, and we were able to connect it to our achievements both domestically and internationally."

Accumulating knowledge and passing on the knowledge of our predecessors

There are times when past knowledge is put to good use in the daily workplace. "When proposing a new lubricant, we sometimes look back at materials for old products for the same purpose and are surprised to learn that it was developed several decades ago. A lubricant is not complete once it has been released; it has been improved. Since the current specifications have been reached through repeated improvements, I feel that it is important to trace the evolution.Because Idemitsu Kosan has the knowledge that we have cultivated over many years, we are able to develop new products. In addition, the information shared among employees is filled with the experiences and observations of senior employees. "We have a customer file that we have inherited from our senior employees.It summarizes the processes at the manufacturing site and the selection process for the lubricants used in each process, which can be helpful when making new proposals. Older products were sometimes kept in paper-based filings.Also, in some cases, the development history of the lubricant is recorded, and by knowing the development background at the time, we can work with customers to develop new lubricants. This is very helpful when considering.”

Respecting individual ideas and providing advice that leads to a sense of accomplishment

“I think my first assignment taught me the joy and sense of accomplishment that comes from working in sales. It was when I proposed a high-performance lubricant to a customer who had been using general-purpose products. High-performance Lubricating oil is expensive, but by changing from a general-purpose product, it will lead to a reduction in the amount used, and the client was convinced that there was a benefit in terms of total cost, so they adopted it. At that time, I realized that my suggestion had led to improvements for the customer, and I felt a sense of accomplishment. When I think about it now, my superiors, seniors, and co-workers assisted me in a way that made me think that I had come up with the answer myself. I'm grateful for that. "Nowadays, most of the people around him are his juniors, and it has come to be said that nurturing them is part of Yamada's job. “Now that I am in the position of training junior employees, I try to respect their ideas and help guide them to success, just like my former bosses and seniors. Just as I look up to the senior female salesperson I admire and admire for her active role on the front lines, and she serves as an example and encourages me, I would like to become someone who makes my junior colleagues think, 'I want to work hard because that person is working hard.'"