niime 百科

Encyclopedia of niime

Tamaki

What’s the theme this time?

—— It is “niime: The Years End and a New Beginning”. As we started in December, at the end of the year, I want you to think back, on the Coronavirus, and how things are moving forward.

Tamaki

I see. In 2020 for ‘tamaki niime’, it was…

Sakai

I had many business trips…I feel it was a lot.

Tamaki

I was a shut-in until the Pandemic.

Sakai

Yeah.

Tamaki

Actually we have been going out more now.

—— Do you mean to include your mental state, too?

Tamaki

Yeah, we looked outside and went out to get information.

—— Before the Pandemic happened, you stayed indoors, but your consciousness has turned outward after the Pandemic. ( laugh )

Tamaki

I think we became more outgoing.

Sakai

I think that’s true.

—— That is totally contrary to the world right now.

Tamaki

For the last 10 years, we stayed inside to focus on our creations, but last year we thought about which direction we should go forward, so we tried to gather new information online.

—— I see.

Tamaki

First of all, I was interested in young people’s favourite fashion and researched the famous people’s names on the web. I wanted to know the facts between the net and reality. So I accessed young people and gathered their ideas in ‘tamaki niime’ as an experiment.

Sakai

As usual, I didn’t go out.

Tamaki

We just talked about it, but that’s the reason I started weaving. When I began weaving in Nishiwaki, there were many times my orders were refused by subcontractors. Their reasoning was that they never did it before. In many cases, I didn’t think they were impossible to do due to my ideas. But I couldn’t ask them because they were not my machines. That’s why I tried to weave because I wanted to do it! I believe there are many things you could do if you actually just did them. In Banshu-ori, we could accomplish that after many trials. That’s why I became more interested in challenging other things.

—— I see.

Tamaki

That’s how we extended to do other things like the restaurant and farming. We have been challenging various things and found…

Sakai

Yeah.

Tamaki

I thought many ideas were refused because of older people’s ideas, but I found that younger people have the same opinions as them. Do you get it?

Sakai

Yeah, I do.

Tamaki

Wow! They have the same ideas as elderly people. I was so shocked by that. I knew it was difficult to ask older people to change their minds, so we have decided to do it in our way. However, the problem is raising the next generation, and it was not easy to change their minds when hiring new people. Our challenge was how to increase the number of staff who are excited about producing new schemes. We have been trying a lot, right?

Sakai

Yeah.

—— 2020 was such a trying year.

Tamaki

Yeah, we tried many things. For example, we sent messages to staff working at remote locations, or couldn’t attend LINE WORKS meetings. Our company SNS was used to keep them on the same page as the rest of us. We made a system to keep everyone informed without being directly connected to the team.

Sakai

Mainly, we created a way to view the whole thing, and created team folders to help share the information.

—— So others could view other team’s information.

Sakai

That’s right.

Tamaki

We separated each team. If one group wants to suggest something, they could discuss it within the team or share it with all teams. They can send me individual messages, so if they are unsure about something, they can ask me directly.

—— I remember the “Tamask” started from the interaction in LINE WORKS.

Tamaki

Yes. Ms Miyazaki sent me the message that she went to a pharmacy to buy a mask and found none there.

—— She threw the message on LINE WORKS.

Tamaki

And that brought us to the decision to make the masks.

—— That’s great.

Tamaki

If we discussed this on the phone, we might not have made the decision. It was easier to comment, like ‘let’s do it’, on LINE.

—— Because you could share your suggestions and opinions with everyone, the process went quick.

Tamaki

Yeah, it spread so fast.

—— There was a significant effect as soon as you introduced LINE WORKS.

Tamaki

Yes. Compared to our online functions a year ago, the system developed a lot in 2020, including shopping sites.

Sakai

If we are old-fashioned or digitalized, I think we got digitalized.

Tamaki

As a result, we became more humane.

Sakai

I think so. Our relationship became closer.

Tamaki

I became aware of what the others were thinking of.

—— Oh, I see.

Tamaki

I knew some people could quickly speak up, but others can’t. Considering that, we became equal. We sometimes turned into an outrage mob. ( laugh ). We have many incidents every day, but that’s how we can get our frustrations out. If we solve the problems after that, it helps us keep motivated in our work.

—— Your workplace became fairer.

Tamaki

I feel we finally connect together, don’t you think so?

Sakai

I agree.

Tamaki

We were clearly divided by each team before and couldn’t get to know the other groups. But, after we started using LINE WORKS, we made a habit of seeing others. What is this all about?

Sakai

It is not a matter of habit…we can’t help watching others.

Tamaki

Each team can read what comes in. If they can’t get that, they can’t share it and information that isn’t shared might as well not exist.

—— It is the same as being in a closed room.

Tamaki

Reading text message exchanges helps them know what other teams are doing, connecting them more easily.

—— They work at the same time.

Tamaki

In our company, each team does different things. We were concerned about how we could unite them. After all, I knew the core matter is how we could connect with each other as people.

—— I see. It is not a matter of connecting with business, but it is related to person-to-person connections…

Tamaki

You have concluded that the essential thing is humane relationships, right?

Sakai

Really?

Tamaki

We have tried many things, and you told me.

Sakai

Did I?

Tamaki

You told me that you thought it a waste of time having idle chitchat or having a drink, but you found that chatting helps by having conversations in critical situations. It makes it possible to connect with staff, build up trust, and see the real human nature in a person. I wonder if you could see the whole of a person’s ability only by their work relationship…you could get to know more of their personality by spending time with them outside of work.

—— I see.

Tamaki

See? The staff members who understand each other’s personalities can better handle each other’s situations.

—— I see.

Tamaki

After many tries, I ended up understanding how vital such relationships can be.

—— Sharing information online helped staff relationships become closer and increase production speed. I think “Tamask” is an excellent example of such success. Because they were sharing information, they understood each other and were able to work well together. I think this brings a good result to the creative process.

Tamaki

Yes, it is. Even I feel a different atmosphere during lunchtime.

Sakai

Yeah, especially recently.

Tamaki

We talk about business, our hopes, the direction of the company in our conversations around lunch, not at the meetings. Nowadays, staff carry out business conversations with their team or ask another group for their opinions during lunch. I feel this is a good trend.

—— That’s wonderful.

Tamaki

I think that the atmosphere has gotten better due to the efforts to create the ‘Tamask’. ( laugh )

—— At the time, a lot of the positions were being shuffled.

Tamaki

I think so.

—— They didn’t care for the teams, but all cooperated for making masks.

Tamaki

They focused on being united in one purpose. They worked hard towards one goal. Even with the Pandemic still going on, there was a sense of accomplishment in their pursuit that motivated them to take care of the next generation.

—— Their ties deepened as they formed a very positive group.

Tamaki

Yeah, many of them want to help others ‘succeed’.

Sakai

Yeah.

Tamaki

We are bringing in new staff, even after the Pandemic started. The youngest, not the oldest, are teaching the new staff.

—— That’s a good thing.

Tamaki

As I watch, I have advised both sides, the seniors and the juniors. If they are given incorrect instruction, I correct it, and to those learning, I help make sure they do it right. I think that those teaching for the first time are learning, and tried to find other ways if it doesn’t work as well.

—— They have been learning through experience.

Sakai

But the world has changed since COVID.

—— Yes.

Sakai

For example, people started having meetings on Zoom or online, but we basically have been weighing doing documentaries.

—— I see.

Sakai

Because of COVID’s influence, we are more encouraged to do documentaries.

—— It’s gaining momentum.

Sakai

That’s correct.

—— I thought as much at the interview in April. Mr Sakai told me that the time for tamaki niime had come.

Sakai

Yes, yes, yes! We were very refined, right? Of course, that’s because the staff is focused on working on that.

Tamaki

Yeah, that’s right.

—— You strengthened your resolve in how you deal with the daily changes.

Sakai

Yeah, exactly.

—— That’s the highlight for us.

Tamaki

We get a bit wild working towards it.

Sakai

Everyone’s roles grew.

Tamaki

The systems were created, and staff were matched to their positions.

—— I see, I see.

Tamaki

Many didn’t know what was best for themselves, but they’ve worked out what they work best at.

—— Everyone understood what they were best at, in a crucial moment.

Tamaki

Yes, they did. You have no time to waste in an emergency. Naturally, they began to work effectively. Even through arguments, they gradually handled role assignments well.

—— They fit into the right places that served them.

Tamaki

Everyone thought of what they could work on best, and it worked out well.

—— Emergencies provided opportunities.

Tamaki

That’s right.

Sakai

It was perfect for us.

Tamaki

It was a good learning opportunity. We felt we got what we needed.

Sakai

Many people in the world were at a loss, but we were at the other end. We didn’t have time to be at a loss, and everyone stood up…

Tamaki

We were swamped. Why we choose, the only option available was that hard work was…

Sakai

Because finally, we all came together.

Tamaki

Yeah, we were living without any issues before.

—— You two, predicted such a crisis and were preparing.

Tamaki

We have been feeling it.

Sakai

Yeah.

—— You made a lot of preparations, such as farming or meal efforts. The ‘niime village’ plan is one of those.

Tamaki

We should have had our private power generator before the Pandemic. ( laugh )

—— We may have more challenging times in the future.

Tamaki

I am afraid so.

Sakai

Coronavirus is just one of the triggers which we will have in the future. I don’t think we could slow down the speed of such changes. As the digitalized world speeds up, we seem to live with it, but we actually go backward to prefer more old-fashioned ways and focus on making such choices. Keeping animals or creating ‘niime village’ are such examples.

Tamaki

Another example is wishing to be a farmer.

Sakai

That’s right.

—— I see. ‘tamaki niime’ having an online store looks futuristic, but you really are old fashioned at heart. ( laugh )

Tamaki

We try to give the impressions of those nice old days online. We are indeed trying that. ( laugh )

Sakai

Yeah.

Tamaki

It’s interesting to see how much we try to focus on that principle.

—— ‘tamaki niime’ increases the human factor as technology marches on.

Sakai

Yeah, yeah, you are correct.

—— It’s fascinating.

Tamaki

It’s been only 2 years since we created the teams. They weren’t organized very well at the one-year mark, and I was worried about how we could manage them. After a year, each individual’s character strengthened the teams and created the online store. After thinking through how they could improve them, they brought tremendous results. I think that’s what brought us together.

Sakai

We’ve come to more easily depend on them.

Tamaki

The quality of our meetings changed. They can manage all the way through now.

Sakai

Not only meetings…

Tamaki

But also planning. Don’t you remember that we had uncertain plans?

Sakai

Yeah.

Tamaki

We had products we were unsure could make decent sales, without wholesale stores to buy them, or department stores to sell to gauge the sales. Worried about production, we had a long time to fret about the sales results. However, with online stores, which are open seven days a week 365 days a year, we got the results back quickly. This allowed us the opportunity to experiment. Now, we can move forward with sales based on the reviews of the favoured products.

—— I see.

Tamaki

Therefore, products with good reviews, like the ‘Tamask’ could go into production right away. We were encouraged to make the products that the customers connected with. Good sales gave us confidence, as they are cute, and the customers favoured those.

—— The best thing to do is not merely to make sales go faster, but the essential part is we have to make direct connections to the customer.

Tamaki

Yeah.

—— I see.

Tamaki

We accept all the reviews, including complaints, which we are happy to have because we can discuss them in the meeting. We are not afraid of poor evaluations because we believe it’s our chance to better change the products.

—— You see them as opportunities.

Tamaki

If too much time passes after the customers receive our product, we won’t get their responses, either appreciation or complaints.

Sakai

The bottom line is, we have a faster response between output and input.

—— I see. That’s true.

Tamaki

It happens instantly.

Sakai

Yeah, they just come back to you right after you throw them. That’s why it makes it easier for us.

—— I see.

Sakai

You increased your accuracy.

Tamaki

That was precisely what I said!

—— What did you tell them?

Tamaki

I told everyone that a product would be a big hit, but no one believed me.

—— I see.

Tamaki

I suggested that we have to start making products really soon because I was sure they would be a hit, but we didn’t know how it would actually happen. However, now, we know the results almost immediately. It is easier for us to put into action.

—— You get the responses quickly. That makes sense.

Tamaki

The staff can have small successes often, encouraging those who arrange thread colours, work on production, or sell products. I think such experiences really encourage them to enjoy their jobs. That’s great!

—— You started online shopping on the first of February last year before COVID was an issue.

Sakai

Yes, before that.

—— Did you plan it because you predicted what would happen?

Sakai

No, it was a coincidence that our shop started as the Pandemic happened.

—— You didn’t start because of the Pandemic, you just happened to arrive just ahead of it.

Tamaki

I think you predicted it.

Sakai

I guess I did.

Tamaki

In our dream, we wanted to start this from the beginning.

Sakai

Yeah.

—— Listening to your comments, the online shop seems ideal for ‘tamaki niime’ to connect with customers. You have been looking for ways to communicate with customers directly, and the influence of the Pandemic gave it an extra push.

Tamaki

It went pretty smooth.

—— It’s epoch-making, right?

Tamaki

We got lucky?

Sakai

Yeah.

—— I think you heard the call of the times, or, you heard the call to respond to the people’s wishes.

Tamaki

We are so blessed for that. But still not enough.

In 2020, everyone worldwide was surrounded by the Pandemic. During such a difficult time, ‘tamaki niime’ was a success by connecting with customers directly, feeling closer to them, and working hard. They try to enjoy even difficulties to use as their chances to grow and live better today. For 2021, Ms Tamaki and Mr Sakai wonder and discuss for what’s next this unpredictable new age. Please look forward to the following discussion of ‘a new beginning’.


Thank you so much for reading ‘niime Encyclopedia’ this year. Everyone, have a great year!

Original Japanese text by Seiji Koshikawa.
English translation by Adam & Michiko Whipple.