It has already been 3 years since I started working at Miraikan. Due to the budget being reduced every year since those days as part of the administrative and fiscal reform, Mamoru Mohri, the Chief Executive Director, had a strong wish to quickly adopt management know-how from the private sectors by publicly recruiting people with management experience at private corporations, and I was hired to take on this job. Although we received wide media coverage during the screening process last year, I would like to present the past and present efforts on Miraikan’s management improvement through this column as a member of a party concerned.

The first challenge we faced was to reduce the gap between the income and expenditure. Our deficit is often talked about during the discussion to review public projects, but it is hard to set up educational projects such as science centers and museums as profit-seeking type of businesses like amusement parks. Thus, in light of the fact that national/local governments are running these projects, it would be appropriate to use the concept of income and expenditure gap.

As for the case of Miraikan, the income and expenditure gap was about 2.7 billion yen when I started to work there. Even though this was an improvement of 300 million yen that was realized over 4 years from the gap of 3 billion yen to start with (mainly due to budget cuts), there has been no progress in reducing the gap since then. Therefore, we held internal discussions repeatedly, and came up with a plan to actively improve our self-generated income which also incorporated many bottom-up proposals. The first of the specific examples is to set up a partnership system. This is a scheme in which we set up a partnership with companies that support the philosophy/activity of Miraikan, and as we receive their funding, Miraikan will also cooperate with the activities of the partner companies that are focused around their CSR (corporate social responsibility). About 10 companies headed by Ricoh participated in this system, and we are gradually broadening the network even under the harsh economic environment.

Also, as for the tenants in Miraikan, we switched from the conventional fixed rent system that was quite cheap to a rent system linked to the revenue, and aimed for a win-win system which both parties will cooperate with each other. The Lotteria shop which newly moved into the first floor has not just improved the revenue due to the increase in visitors to Miraikan, but I heard that it became one of the foremost earning shops within the Tokyo metropolitan area, due to its management effort to attract customers from neighboring buildings by keeping the shop open even on the day (Tuesday) when Miraikan is closed. Also for the Miraikan facilities, we have revised our policy to rent it at a cheaper price for academic use such as scientific meetings, and set up an additional rent for use by the private sectors when there are vacancies, aiming for the improvement in utilization rate as well as to increase the income.

On the other hand, we strongly advanced the internal streamlining of our work. When I started working, my first impressions were that the meeting took a long time, discussions were going around in circles and not reaching conclusions, or thing were progressing but it was unclear where and how they were decided and how they were proceeding. The cost consciousness of people in was low due to a budget based system, and there were many things that were incomprehensive from the point of view of someone from the private sector. The operating structure dualism of having the planning division (Japan Science and Technology Agency) and the operating division (a foundation which was commissioned by the same agency) made the issue a little more complicated.

Then, I obtained an approval from the Chief Executive Director and held repeated meetings with the person in charge of the foundation, newly set up a separate management strategy meeting responsible to decide the plans which require mid-long term strategy/large budget, and clarified the function and role of the conventional operation arrangement meeting as a place to discuss about the planning/implementation of daily operational tasks which have already been decided as a policy. Each meeting is held twice a month, on every other week.

Also, besides the two types of important meetings described above, 14 museum officers led by the Chief Executive Director meet every week in order to have a smooth communication between the Japan Science and Technology Agency and the foundation by reporting the status of each division, and share internal information to ensure a common level of information. Similarly, a 4-person separate meeting and luncheon are held every week consisting of directors from each organization in an effort to avoid any gap in communication.

Compared with the past, Miraikan has became able to move in an organized way in this 3 years (though it is not perfect yet), and the meetings have also became efficient with clear purposes on what needs to be achieved. Two capable women were also appointed as senior managers as the right people for the job. As for the group leaders, 5 out of 15 are women. Regarding the cost consciousness, the officers led by the Chief Executive Director asked the staff members repeatedly for their understanding, and it has become much higher compared with the past.

Under this revitalized new system and coupled with the efforts and cooperation of the science communicator/exhibition development/sales/public relations/operation divisions, the number of visitors has been increasing every year and has reached 910 thousand people last year, even under the situation of budget decrease every year. As a result of this, the gap between income and expenditure continued to improve from 2.6 billion, 2.5 billion, and then to 2.4 billion yen during the past 3 years. We are working hard to improve it even more this year. At the screening process that took place at the end of last year, a decision was made on a policy to operate Miraikan under a united management. I believe that our past management improvement efforts will be realized more speedily, and we will put all our efforts toward that goal.

If I can add one more thing, Miraikan has came up with an environmental management that focused on CO2 reduction two years ago, and it is quantify as one of the yearly targets every year. We achieved a 4.3% reduction last fiscal year, and we are expecting it to be 7.0% this fiscal year. Our target for the coming fiscal year is 8.5%. (All are compared with fiscal year 2007)

Lastly, I would like to offer a piece of seasonal information. An exhibit called “It’s a Tasty World - Food Science, Now!” is currently being held at Miraikan. (1) What does deliciousness mean? – Mechanism of Tasting (2) Delicious for Everyone! – Mass Production of Food (3) Delicious forever – Preservation Technology (4) What is the Next Delicious? – Food of the Future (5) After Eating Deliciously – Problems of Food Disposal (6) Is it Really Delicious? – Health/Safety/Food Crisis --- We are looking forward to seeing you in the food wonderland with the above 6 menus.

Also, at the hands-on playing corner, people can select their breakfast/lunch/dinner by picking hand-made miniature fabric plates and getting a diagnosis of calorie/salt content/PFC (the three main nutrients) balance. The exhibition which shows the good and bad combination of food is also popular. There was a meaning to the following combinations…..pork cutlet and cabbage, curry and Rakkyo, Sanma (pacific saury) and Ponzu sauce, etc.

At the quiz corner, the latest science provides true or false answers to sayings such as; “eating onions makes your blood flow smoothly,” “olive oil does not make you fat,” or “pickled plums are alkali food so they are good for the body.” Please come and visit Miraikan. This exhibition will be held until March 22 (Mon.), so hurry!

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