With 80 Employees, 950 Improvements Achieved Annually—Surpassing 200 in 2026. What is the "All-Hands Improvement Organization" Evolving with AI and Organizational Reform?

B&PLUS Corporation (Saitama Prefecture), a developer and manufacturer of wireless power technology, has been promoting company-wide improvement activities, implementing 950 improvements in 2025. The company has already surpassed 200 improvements in 2026.

At B&PLUS, a corporate culture where improvements are continuously generated in the course of daily work has taken root, supported by the use of AI and organizational reforms. (*The company has been developing wireless power for over 40 years and is a manufacturer that provides technology in a wide range of fields.)

Background: The Need for "Unfixed Thinking" in a Changing Market

The environment surrounding the manufacturing industry is changing significantly, with challenges such as labor shortages and demands for increased productivity.

Furthermore, the wireless power field that B&PLUS operates in is expanding into a wide range of areas, including robotics, mobility, and healthcare, but it is still a developing market.

Therefore, the company emphasizes **building an organization with "unfixed thinking (a brain structure that keeps evolving)"** and promotes improvement activities by all employees.

### ■ Feature ①: An Improvement Culture with All-Employee Participation

B&PLUS has a system where improvements, large or small, are proposed and executed on a daily basis, with almost all employees involved in improvement activities.

Through these efforts, a mechanism where **awareness (discovery) and improvement circulate within the workplace**, leading to growth and confidence, has naturally emerged.

Improvement activities are evaluated on two fronts:

* 'Awards based on the number of cases' * 'Awards for quality based on content and effectiveness'

This supports a culture where everyone continuously engages in these efforts.

### ■ Feature ②: The Evolving Power of the Frontline

B&PLUS's manufacturing sites have always been strong in autonomous improvement and high manufacturing skills.

Now, on top of that foundation, the **frontline itself is incorporating new technological domains and evolving further.**

Specifically, initiatives such as:

* 'In-house creation of jigs and tools using 3D CAD' * 'On-site learning of robot operation' * 'Utilization of microcontrollers and programming' * 'Wiring and mounting on universal boards'

are being led by the frontline.

Notably, employees in their late 50s are also mastering these skills, expanding the system where they can **execute everything from prototyping to improvement themselves.**

This evolution is further increasing the speed and quality of improvements.

### ■ Feature ③: An Improvement Culture Where Administrative Departments Also Create Their Own Systems

In the administrative departments as well, improvement has become an integral part of daily work.

Instead of relying on expensive external systems, B&PLUS emphasizes **flexibility on the frontline and continuous improvement, promoting initiatives to build its own systems.**

Specifically, numerous operational improvements are made daily, including:

* 'In-house construction of business systems using Excel VBA, etc.' * 'Automatic notification of order confirmations' * 'Automation of parts ordering' * 'Automatic generation of production plans based on material status' * 'Automatic distribution of order information within the company'

This creates a cycle of improvement in indirect operations, leading to **company-wide productivity and speed enhancement.**

### ■ Feature ④: An Environment Where "Anyone Can Make Improvements" Through ChatGPT Utilization

The company utilizes ChatGPT to:

* Lower technical hurdles * Substantiate ideas * Increase implementation speed

This has made it possible to make improvements even in non-specialized fields, building an **"organization where anyone can make improvements."**

### ■ Feature ⑤: Resetting Mindsets Through Organizational Restructuring

In 2026, the organizational structure was revamped.

The conventional functional organization was abolished and reorganized into market-based units such as:

* 'Mobility Division' * 'FA Division' * 'Robotics Division'

This has eliminated fixed roles, promoted customer-value-driven thinking, and advanced cross-departmental decision-making, forming an **ever-changing organizational culture.**

Improvements Born on the Frontline (Video Examples)

The company shares some of its company-wide improvement activities on YouTube.

Focusing on the manufacturing floor, they **broadcast ideas born on the frontline, such as robot utilization, jig innovations, and process improvements, as videos to share both internally and externally.**

This also leads to the horizontal deployment of improvements and the creation of new ideas.

▼ Improvement Case Videos (Partial)

* 【Manufacturing Improvement】Microcontroller device made by the frontline | Improving the walking confirmation work * 【Manufacturing Improvement】The mixing connector problem | Traffic control with one switch * 【Manufacturing Improvement】The disappeared connector | Improvement from the frontline * 【Manufacturing Improvement】Automatic connector removal jig | Automating connector removal in the final inspection process * 【Manufacturing Improvement】The AGV that doesn't stop | Automating an existing side-opening door in-house

*Other improvement cases are also being released sequentially.

From Improvement to Creating Value in Wireless Power

Based on the **accumulation of trial and error and improvement (PDCA)** cultivated through all-employee-participation improvement activities, the company is also working on creating new value in the wireless power field.

They are promoting the development of wireless power and peripheral systems for various fields such as robots, drones, mobility, and FA (Factory Automation).

Especially in recent years, they have adopted the lean startup concept, rapidly iterating through the **prototype → verification → improvement** cycle to advance product development adapted to market needs.

This is an extension of the "try first, fix immediately" culture cultivated in daily improvement activities into the development domain. The philosophy of this approach and its actual value are shared through an overview of the lean startup and customer testimonials.

**Wireless Power × Lean Startup Development Case Study**

Future Outlook

B&PLUS will accelerate the creation and expansion of the wireless power market based on the execution capabilities cultivated through all-employee improvement activities and AI utilization.

We will promote the development of wireless power and peripheral systems for next-generation industries such as robots, drones, mobility, and FA, and advance their practical application and social implementation.

Furthermore, with a lean startup-type development process, we will provide value adapted to the market by repeating rapid prototype development and verification.

Even in an era of rapid change, we will continue to challenge the expansion of wireless power possibilities and the formation of new markets with an unfixed mindset and organization.