55% of Construction Companies Respond "Management is Ineffective"; How to Build a Team That Achieves Results Through Systems, Moving Beyond the Housing Industry's "Experience and Intuition"

NEXT STAGE Co., Ltd. (Headquarters: Osaka City, Osaka Prefecture, President and CEO: Naokatsu Komura, hereinafter referred to as NEXT STAGE), which supports the improvement of housing construction quality, will host Shidaku Co., Ltd. (Headquarters: Shinagawa City, Tokyo, President and CEO: Koudai Ando, hereinafter referred to as Shidaku), which has supported over 5,000 companies cumulatively with its unique organizational management method "Shidaku." A solution report will be released to address the long-standing issues in the housing industry of "black-boxing of site management" and "personnel retention," and to build organizations that automatically achieve high results.

This proposal is based on the content of a top-level discussion during the keynote speech at the "Japan Housing Quality Summit 2026" hosted by our company. It is a proposal for structural reform of the entire industry, focusing on how to eliminate personalization and balance productivity with construction quality in the housing industry.

Background of Collaboration: Towards Resolving "Structural Issues" Lurking in Housing Manufacturing Sites

In the housing industry, structural issues such as variations in site management, high training costs, and early departure of young personnel have remained unresolved for many years.

Shidaku's organizational management theory, which clarifies "rules" and "evaluations" to eliminate personalization, has extremely high affinity with our goal of "standardizing and systematizing construction quality." This led to the current collaboration to solve organizational issues for the entire industry.

Survey Results: Highlighting the Real Organizational Challenges of Construction Companies

A survey conducted by our company targeting housing companies participating in the "Japan Housing Quality Summit 2026" revealed the severe reality of site management.

【Survey Overview】

- Survey Period: March 25, 2026 - May 15, 2026

- Survey Sponsor: In-house survey (NEXT STAGE Co., Ltd.)

- Target Audience: Construction company executives, officers, and managers/personnel in charge of construction departments

- Number of Valid Responses: 77 (Breakdown: 35 Directors or higher, 42 Others)

- Survey Method: Questionnaire for participating companies of "Japan Housing Quality Summit 2026" (multiple choice)

- 55% responded that "their construction managers are not functioning" (31% responded "functioning").

- Regarding the evaluation of construction departments, approximately half (45%) responded "cannot say whether appropriate evaluations are being made or not."

We believe that the ambiguity of evaluation criteria and role definitions in actual sites (construction, supervision, and craftspeople) is causing serious problems such as turnover and variations in construction quality.

Solution Report 1: Why Does Site Supervisor Management Become "Dysfunctional"?

In the top-level discussion between the two companies, "three blind spots" based on Shidaku's organizational management theory were pointed out as causes for managers becoming dysfunctional.

Reasons Why Gen Z Cannot Thrive Lie in the "System" Qualitative efforts like "Let's take time to get to know each other" are not systems. The reason young people cannot act is that rules that create "misunderstandings and misconceptions" are left unaddressed within the organization. The importance of management clarifying "rules and definitions" was emphasized.

Are Executives Depriving Managers of "Responsibility and Authority" Out of Good Intentions? The biggest factor for ineffective management is the "ambiguity in setting responsibility and authority." When executives interfere with the site midway and take away the responsibility and authority of managers, the site is left with an environment where they can make excuses like "it was the executive's fault that it couldn't be done."

"As fast as possible over 10km" is NG. Quantify evaluation criteria impersonally. While "as fast as possible" can be interpreted differently by individuals, "within 60 minutes" leaves no room for interpretation. It is necessary to shift to "evaluation based solely on results," excluding subjectivity and personal preferences, and including adherence to behavioral rules.

Solution Report 2: [Implementation in the Construction Industry] "Process Control" Leading to Automation

To implement Shidaku's theories mentioned above in actual construction sites, NEXT STAGE has proposed specific solutions for the construction industry.

We propose defining the evaluation criteria in the construction industry as QCDS (Quality, Cost, Delivery, Safety) and quantifying and managing the following three results as impersonal numerical values:

Result ❶: Cost (Aligning execution budget with gross profit upon completion)

Result ❷: Time (Eliminating "unreasonable effort" and "waste," and increasing labor productivity)

Result ❸: Quality (Eliminating "variation," improving quality accuracy, and maximizing the number of managed units)

By clarifying the shortcomings of the site through this "complete quantification of QCDS," the role of managers can be focused solely on "filling the numerical gaps," creating a virtuous cycle of employee growth without confusion and natural leadership development for managers.

Future Outlook

We plan to continue collaborating with Shidaku to develop evaluation and systems for the housing industry. Furthermore, to deliver the specific know-how shared in this discussion to more companies, as a first step, we will sequentially upload Shidaku's video content to the "Organizational Management Channel" of "ACRO5," our learning platform for the construction industry, and together provide a learning environment for construction companies and builders nationwide.

President's Comment

Naokatsu Komura, President and CEO

In an era that respects diversity, such as individual will and values, this discussion delved into the very interesting proposition of how organizations can become self-sustaining and automatically generate results in today's organizational environment.

Being able to conduct the session by comparing the "Shidaku Theory" with the results of a pre-event survey of housing companies nationwide allowed us to deliver concrete insights that could lead to the next steps for the attendees, which was the greatest harvest.

Company Overview

With the business mission of "Solving regional 'creation' through 'construction technology x IT,'" our company is actively promoting a PDCA-based housing manufacturing solution business that addresses the many challenges arising from the gap between the rising demands of "homeowners" due to information overload and the increasingly fragile housing manufacturing resources of "creators." We offer services based on four strengths: "technology/skills," "knowledge/experience," "systems," and "human resource development," with a focus on sustainability.

Company Name: NEXT STAGE Co., Ltd.

Representative: Naokatsu Komura

Location: 33F Abeno Harukas, 1-1-43 Abenohashi, Abeno-ku, Osaka City, Osaka Prefecture, 545-6033

Established: August 2006

Homepage: https://nextstage-group.com/

Inquiries Regarding This Matter

Company Name: NEXT STAGE Co., Ltd.

Contact Person: Public Relations Department, Kawahara/Nishii

TEL: 06-6622-0333

MAIL: info@nextstage-group.com