TMJ, Inc. (TMJ University)

Built a system which is capable of managing more than 500 in-house training programs per year, from the development to the implementation, according to internal rules.

Visualized the Preparatory Work of 500 Training Programs a year

== Strict management of the progress of each operation of the training-program planning ==

Q. What was the decisive factor for introducing Questetra?

Staffs of TMJ University

TMJ, Inc. is an outsourcing company for call center operations, etc.

Originally, the company was established as a spin-off from “Shinken Zemi Call center” of Benesse Corporation. Now, we are meeting the needs for outsourcing of a wide range of fields, from manufacturers to public organizations.

We are using Questetra BPM Suite for the management of preparation operations of internal training programs which we provide and implement 500 times per year. Since so many of the preparatory tasks occur between the “Secretariat” and each “Instructor”, we needed to manage their progress centrally.


Q. Please tell us about how you use it, specifically.

Customers of TMJ range from manufacturers to public organizations. Accordingly, our staff are required a variety of expertise. Therefore, in TMJ, a dedicating department referred to as “TMJ University”, provides training programs across the country.

Basically, we are operating the training programs in the following sequence: 1) Training programs planning, 2) Material creation, 3) Announcement of implementation, 4) Acceptance of applications, 5) Implementation report. And we used to work without a clear procedure or rules.

However, since we implement 500 training programs a year, some people were involved in almost 60 training programs at the same time. Honestly, I think there were many workers who had difficulties understanding accurately “the training programs in which they were involved with” or “operations which they were in charge of”.

After introducing Questetra, both sides, instructors and the secretariat became able to undertake their work along the Workflow. Even though various tasks occur in different training programs, everyone is now aware of each task’s “deadlines” closely. We are also checking and sharing the status of the situation at weekly meetings while using monitoring functions such as the “heat map”.

Process Model for Training-program development (image)

== Corresponding to Participation Application with Workflow ==

Q. Do you utilize it for operations other than “preparatory work of training programs”?

Yes, we use it for, for example, “management of program implementation”.

The Secretariat is responsible for registering the list of training programs to a Master in Questetra.
In accordance with it, the announcement work of a “training program”, etc. Has been automated by Questetra. I think work efficiency of the Secretariat has been greatly improved in, for example, the “Announcement of training programs” and the “Notification of deadlines of application”, which are automatically emailed.

Also, we are using the “Form Start” feature of Questetra for the acceptance of participant applications.

Particularly, the mechanism in which the corresponding flow is started when a person who wishes to participate by filling in the Published web form of Questetra, and then sends a reminder email to the prospective participant automatically just before the training programs opening has been very welcomed.

Acceptance form common to all programs

Q. Please tell us about your upcoming implementations.

At meetings between all concerned parties, the opportunities for discussing while watching the “Business Flow Diagrams” and “Bottleneck status (Heat map)” have increased.

Before, we only had a few chances to share the know-how of the operations, such as “Who should review the training materials” or “What to do when an irregular situation occurs. But now, I think everyone have became aware of the standardization of the business flow, and a lot of the “tacit knowledge” is now reflected in the Workflow Diagram.

I would like to promote the development of the Workflow itself, alongside with the improvement of “Solving when operations are not progressing as planned” and “Business manuals”, also.


300 million JPY
Head office
Shinjuku-ku, Tokyo
1st April, 1992
Business description
Call center service,
Back office service,
Global service

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