Sadenko Co., Ltd.
Sadenko Co., Ltd. (hereinafter, Sadenko), a comprehensive facility construction company based in Kyushu. In response to changes in the industry and with the aim of becoming a leading company in the region, Sadenko undertook a company-wide business processes and systems reform through digitalization.
In the construction industry, strict contract and ordering procedures based on the Construction Business Act and document management involve highly complex operations. While prioritizing on-site work during the day, on-site staff are also responsible for tasks such as budget creation and order management, resulting in a heavy workload. Furthermore, the construction industry is expected to face an accelerating labor shortage, making the need to improve productivity and efficiency imperative. Facing these challenges, Sadenkobegan considering a renewal of its core systems. In response to Sadenko’s inquiry, SIGMAXYZ proposed a company-wide business process reform, encompassing potential improvements in regulations, rules, and governance mechanisms. SIGMAXYZ then supported the initiative for 44 months, from project launch through the go-live of the new operations and systems.
■"Establishing the To-be Model and Business Process Reform " and "Reviewing Regulations and Rules"
When carrying out a company-wide business process reform, it is important that management, on-site managers, and on-site staff have a common understanding of the issues at hand. SIGMAXYZ promoted the project by taking an approach in which management and the on-site personnel came together to discuss goals and visions and disseminate them throughout the company.
Specifically, the management first discussed the "to-be model " they wanted to achieve in the future and determined the objectives of the business reform . After that, they held a workshop attended by functional staff from nine departments to hear about the issues currently facing the site. At the workshop, the "paper model*" method was used to identify issues and discuss countermeasures, and goals and visions for the entire company were formulated. A foundation for common understanding between management and the site was established within about four months of the project's start.
After that, the "to-be model" and a roadmap for achieving it were drawn up, and measures for each strategic direction were detailed. The operational regulations and rules were also reviewed in order to fundamentally refom the operations.
* Paper model: A method of extracting work content and issues through workshops in which a large-format paper is taped to the wall and the functional staff write down the workflow, documents, and issues based on work manuals and actual documents.
■"Advancement of Systems" and "Evolution of Governance Mechanisms"
As a measure to achieve the "to-be model," we worked on standardizing and automating operations to reduce workloads, and revamping the systems. SIGMAXYZ provided support from system selection to implementation through repeated discussions with on-site personnel in each operational area. For system selection, the system layout was reviewed, which had been siloed between each department, and the collaboration between systems was strengthened. The systems were implemented in stages for each area: sales system, design estimate system, expense and payment management system , and core system. All systems went live in January 2025. The achievements were the following: streamlining data entry work through inter-system integration; shortening approval lead times through digitalization of approval work; and strengthening governance.
■"Project & Program Management" and "Change Management"
In project and program management, SIGMAXYZ's project management methods, based on its extensive track record, contributed to both the speed and quality of the reforms. Furthermore, we supported the implementation of various measures by getting involved in the workplace and ensured their quality. Sadenko and SIGMAXYZ members also worked as one team to tackle change management, including providing guidance and training on post-reform operations and systems to drive mindset change across the organization.
After that, Sadenko gradually took over the role of project management. From June 2025, the company began independently driving continuous business process reform. Currently, the company is working to further improve operational efficiency by adjusting operations and systems, and to achieve new business management by automating internal information sharing and reviewing information utilization.
SIGMAXYZ will continue to support Sadenko's challenges as a sherpa.