80 Employees Achieve 950 Operational Improvements Annually—Already Surpassing 200 in 2026. What is the "All-Employee Improvement Organization" Evolving Through AI Utilization and Organizational Reform?
B&PLUS, a wireless power transfer tech company, successfully implemented an all-employee improvement culture, achieving 950 frontline-driven innovations in 2025 by empowering staff with new skills.
📋 Article Processing Timeline
- 📰 Published: April 3, 2026 at 18:00
- 🔍 Collected: April 3, 2026 at 09:02
- 🤖 AI Analyzed: April 21, 2026 at 05:19 (428h 17m after Collected)
B&PLUS K.K. (Saitama Prefecture), which develops and manufactures wireless power transfer technologies, promotes improvement activities involving all employees, implementing 950 improvements annually in 2025. In 2026, the number has already exceeded 200.
At the company, a corporate culture where improvements are continuously born within daily operations has taken root, backed by AI utilization and organizational reform. (*The company is a manufacturer that has been developing wireless power transfer for over 40 years, providing technology across a wide range of fields.)
## Background: "Unfixed Thinking" Required in a Changing Market
The environment surrounding the manufacturing industry is undergoing major changes, including labor shortages and demands for improved productivity.
Furthermore, the wireless power transfer field that B&PLUS engages in is expanding into broad areas such as robotics, mobility, and medical care, yet it remains a developing market.
Therefore, the company emphasizes creating an organization with "unfixed thinking (a continuously changing brain structure)" and promotes improvement activities by all employees.
### ■ Feature 1: An All-Employee Participation Improvement Culture
At B&PLUS, there is a system in place where proposals and executions are carried out daily regardless of the scale of the improvement, with nearly all employees involved in the activities.
Through these efforts, a system naturally emerges where awareness (discovery) and improvement circulate within the workplace, leading to growth and confidence.
Additionally, improvement activities are evaluated from two perspectives:
- "Awards based on the number of proposals"
- "Awards based on quality/effectiveness"
This supports a culture where everyone continuously participates.
### ■ Feature 2: The Evolving Power of the Frontline
The manufacturing floor at B&PLUS has originally possessed strengths in autonomous improvement and high manufacturing skills.
Currently, building upon that foundation, the frontline itself is incorporating new technological domains and evolving further.
Specifically, initiatives such as:
- "Self-fabrication of jigs and tools utilizing 3DCAD"
- "On-site acquisition of robot operations"
- "Utilization of microcontrollers and programming"
- "Wiring and mounting on universal circuit boards"
are being driven by the frontline.
In particular, a system is spreading where even employees in their late 50s are acquiring these skills and autonomously executing everything from prototyping to improvement.
Thanks to this evolution, the speed and quality of improvements are further accelerating.
At the company, a corporate culture where improvements are continuously born within daily operations has taken root, backed by AI utilization and organizational reform. (*The company is a manufacturer that has been developing wireless power transfer for over 40 years, providing technology across a wide range of fields.)
## Background: "Unfixed Thinking" Required in a Changing Market
The environment surrounding the manufacturing industry is undergoing major changes, including labor shortages and demands for improved productivity.
Furthermore, the wireless power transfer field that B&PLUS engages in is expanding into broad areas such as robotics, mobility, and medical care, yet it remains a developing market.
Therefore, the company emphasizes creating an organization with "unfixed thinking (a continuously changing brain structure)" and promotes improvement activities by all employees.
### ■ Feature 1: An All-Employee Participation Improvement Culture
At B&PLUS, there is a system in place where proposals and executions are carried out daily regardless of the scale of the improvement, with nearly all employees involved in the activities.
Through these efforts, a system naturally emerges where awareness (discovery) and improvement circulate within the workplace, leading to growth and confidence.
Additionally, improvement activities are evaluated from two perspectives:
- "Awards based on the number of proposals"
- "Awards based on quality/effectiveness"
This supports a culture where everyone continuously participates.
### ■ Feature 2: The Evolving Power of the Frontline
The manufacturing floor at B&PLUS has originally possessed strengths in autonomous improvement and high manufacturing skills.
Currently, building upon that foundation, the frontline itself is incorporating new technological domains and evolving further.
Specifically, initiatives such as:
- "Self-fabrication of jigs and tools utilizing 3DCAD"
- "On-site acquisition of robot operations"
- "Utilization of microcontrollers and programming"
- "Wiring and mounting on universal circuit boards"
are being driven by the frontline.
In particular, a system is spreading where even employees in their late 50s are acquiring these skills and autonomously executing everything from prototyping to improvement.
Thanks to this evolution, the speed and quality of improvements are further accelerating.