Interview with Mr. Matsukawa, Head of the Operations Department

Mr. Matsukawa, who boasts a 30-year career, currently leads the Operations Department. In this interview, we spoke with him about his extensive experience and his philosophy on day-to-day management.

■ A Career Beginning in the Overseas Department
Mr. Matsukawa joined the company mid-career around the age of 26 or 27. He spent his first ten years in the Overseas Department, excelling in a sales role. He was then transferred to Nagoya, where he supported frontline operations as the Branch Manager. After completing a four-year assignment there, he returned to headquarters. Today, as the Head of the Operations Department, he manages a large team.

■ The Role and Daily Routine of the Operations Department
The Operations Department serves as a crucial “hub” bridging the sales and manufacturing divisions. Their primary responsibility is to oversee the entire process until products reach the customer, which includes shipping management, inventory control, and after-sales service.

“To ensure a seamless flow from order placement to delivery, we maintain constant communication with both sales and manufacturing. For instance, if we foresee a drop in inventory for a certain product, we coordinate with the manufacturing department (Manufacturing Department) to move up production. It requires a great deal of flexibility and quick decision-making.”

■ Handling OEM Projects: Sustaining High Quality and Trust
The Operations Department also manages the orders and shipping of OEM products for various major corporations.

“For OEM accounts, the Operations Department serves as the direct point of contact, rather than the Sales Department. The volume is high and the responsibility is heavy, but that makes it all the more rewarding.”

■ Management Philosophy: “It’s Okay Not to Be at 100%”

As a manager, his primary focus is on creating an atmosphere where everyone can work comfortably and positively.

“I don’t believe a leader needs to be ‘perfect.’ In fact, sometimes it’s easier for the team to take initiative when their boss isn’t entirely flawless. I certainly don’t have all the answers myself, and it’s the team members who understand the frontline work best.”

This management style—entrusting the work to the frontline, trusting the team, and quietly watching over them—brings a strong sense of stability to the entire department.

■ Breaking Down the “Invisible Wall” Between the Frontline and the Office
The Operations Department consists of both staff handling on-site operations and members working inside the office. Mr. Matsukawa is highly conscious of the “invisible wall” that can form between these two groups.

“Although we are one team as a department, differences in our daily tasks and work environments inevitably create a sense of distance. To help bridge that gap even a little, I make it a point to communicate proactively and show consideration for both sides.”

■ “The Power of People” is What Sustains the Team

Throughout the interview, it was striking to see Mr. Matsukawa’s deep respect for his colleagues and superiors.

“I’ve only been able to come this far thanks to the people around me. I am truly grateful for the members who support our team and for the subordinates who possess such strong passion for their work.”

■ Expectations for the Next Generation

“Within our current team, we have individuals growing into the kind of talent that will carry the future of the company. I want to dedicate myself to supporting them from behind the scenes, doing whatever I can to create a better and more comfortable work environment for them.”

His calm and sincere tone, backed by years of experience, clearly radiated his genuine dedication to both his team and the company.

Interview date: August 2025
Interview support:
Norifumi Matsukawa, Okudaya Giken Co., Ltd. (OPK)