Turn everyday reports into a culture of improvement and evidence-based evaluation.
Goal tree (sample)
| Period | Target | Actual | Achieved |
|---|---|---|---|
| Year | 60,000,000 JPY | 21,000,000 JPY | 35% |
| Q1 | 15,000,000 JPY | 14,100,000 JPY | 94% |
| Q2 | 15,000,000 JPY | 6,900,000 JPY | 46% |
Today’s goal (team)
Sales（Team）
Today’s goal 227,273 JPY
Team actual (so far today) 159,091 JPY
Put into the plan (P) of the reportA sample for a fictitious company, “Sample Trading”. All figures are fictitious, and nothing is saved on this screen.
Plan to daily
Business plan and goals
Step 1
Business plan
Business plan (sample)
Print (save as PDF)Business plan 2026
1. Philosophy and vision
Philosophy: turn small improvements on the floor into the company’s strength.
2. Business
3. Market and customers
4. Products and pricing
5. Numerical plan (monthly)
Sales plan: 60 million yen for the year (allocated by month)
6. Key initiatives (3–5, with owner and due date)
Key initiative: launch a new service (owner: Sales, due: end of March next year)
7. Risks and countermeasures
A sample for a fictitious company, “Sample Trading”. All figures are fictitious, and nothing is saved on this screen.
Step 2
Goals
Allocation method
Split equallySplit by business daysSplit by monthly coefficient (%)Enter each month by handQ2
15,000,000 JPY
- JulAuto5,227,273 JPY
- AugAuto4,772,727 JPY
- SepAuto5,000,000 JPY
A sample for a fictitious company, “Sample Trading”. All figures are fictitious, and nothing is saved on this screen.
Step 3
Today’s goal (team)
Today’s goal (team)
Sales（Team）
Today’s goal 227,273 JPY
Team actual (so far today) 159,091 JPY
Gross profit（Team）
Today’s goal 68,182 JPY
Team actual (so far today) 47,727 JPY
New customers（Team）
Today’s goal 2
Team actual (so far today) 1
P
Today’s goal: Sales 227,273JPY
Today’s goal: Gross profit 68,182JPY
Today’s goal: New customers 2
Book follow-up meetings with 3 existing customers.
Added to the plan (P).
A sample for a fictitious company, “Sample Trading”. All figures are fictitious, and nothing is saved on this screen.
Break your business plan down into yearly, half-year, quarterly, monthly, weekly and daily goals, and carry them through to “today’s goal” and the achievement rate in the daily report.
Results
Make improvement a culture and ground evaluation in facts — daily-report-driven management
- Improvement
Improvement becomes culture
- Evidence-based evaluation
The evidence for evaluation is in place
- Alignment
Company values connect to evaluation
Team Demo Sales Team / Name Sato (Sales)
- P
- Book follow-up meetings with 3 existing customers.
- D
- Called 3 customers; booked 2 meetings, 1 was unavailable. Prepared a proposal for one of them.
- C
- What won the meetings was leading with a case study. The unavailable one may have been the wrong time of day.
- AGrowth mode (manual)
- Shift calls to the 10-11am window and standardize the case-study talk track for every call.
- Next P
- Call the unavailable customer again in the morning and finish the proposals for the 2 booked meetings.
An employee's daily report (example)
PDCA history
2 item(s)- C:
- What won the meetings was leading with a case study. The unavailable one may have been the wrong time of day.
- A:
- Shift calls to the 10-11am window and standardize the case-study talk track for every call.
- C:
- Response varies by day. Monday mornings connect to decision-makers more easily.
- A:
- Concentrate outreach on Monday mornings and follow up the day after sending materials.
An employee's daily report (example)
Policy settings
Coaching policy
I want them to find issues themselves rather than wait for instructions, and turn improvements into the next day's actions.
The policy you set here is always referenced when generating the weekly AI summary (evaluation draft) and 1-on-1 talking points.
Timezone (department location)
Asia/TokyoCompany policy (structured)
1 Value the company delivers to society
Increase frontline 'wins' and grow both confidence and results.
8 Prohibited actions (compliance/ethics — things employees must never do)
- Taking personal data outside the company
- Falsifying or leaving reports blank
- Harassment or personal attacks
Evaluation axis (coaching policy)
I want them to find issues themselves rather than wait for instructions, and turn improvements into the next day's actions.
Policy × Behavior Alignment Report (AI)
Evaluation ProAlignment summary
In recent daily reports, Sato's actions largely align with the company's coaching policy (find issues yourself rather than wait for instructions, and turn improvements into the next day's actions).
Points to discuss in the 1-on-1
In the meeting, check together whether Sato writes in the reflection (C) if the morning call got through, so that checking a guess becomes a habit.
A feature of Evaluation Pro (paid plan) — this is a demo sample
Data
Where is the data stored?
In a spreadsheet inside the customer's own Google Drive. Raw daily-report data that has reached our server becomes inaccessible at most 24 hours after submission (anything older can no longer be viewed and is erased by the daily scheduled deletion at the latest the next day), and is erased immediately when a manager approves. Screens such as history and weekly evaluations are loaded and displayed by our service each time from the spreadsheet the customer has shared. Weekly evaluation results are kept on our server for at most 24 hours only, then erased.
Security & Data HandlingPricing
Pricing
Setup fee 0円
For use from Japan, the displayed price is the total you pay (no additional tax at checkout; US, Canada and India: tax added at checkout)
A list of the work and everyday tools made by the same company. Norolu Works(opens in a new tab) How to Write OKRs(opens in a new tab)
FAQ
FAQ
Won't evaluation swing on the manager's subjective view?
The facts accumulated in the reports (P/D/C/A) become the basis for evaluation. Because you evaluate on actual actions and reflections rather than memory or impression, the evaluation rests on facts. Decide the coaching policy first, and the points to praise and to work on fall out along that policy.
Where is the data stored?
In a spreadsheet inside the customer's own Google Drive. Raw daily-report data that has reached our server becomes inaccessible at most 24 hours after submission (anything older can no longer be viewed and is erased by the daily scheduled deletion at the latest the next day), and is erased immediately when a manager approves. Screens such as history and weekly evaluations are loaded and displayed by our service each time from the spreadsheet the customer has shared. Weekly evaluation results are kept on our server for at most 24 hours only, then erased.
Won't the AI think for the employee?
The improvement and next-day plan fields are normally blank for the employee to fill in (growth mode). AI only offers drafts or hints; the final call is theirs.
Does adoption need IT department sign-off?
You can start with one person or one department, with no setup fee. Pricing is a monthly fee per person. Whether internal approval is needed depends on your company's own rules.
Can we pay by invoice (bank transfer) or get a receipt?
Receipts and invoices (PDF) can be obtained for each order from Polar's customer portal after purchase. Enter the company name and address before the invoice is generated (they cannot be changed afterwards). Only for invoice payment (bank transfer), please contact us by email to discuss it individually (anything other than card payment is handled case by case). kakehashi@norolu.jp
Retention of business plan, goals and actual figures (a separate category from report text)
If you use the business plan and goals feature, the business plan you enter (each section’s text and the monthly numerical plan), your goals and your daily actual figures are kept in our data store (Upstash KV, Tokyo region) while you use the Service. They are erased on request, or by an administrator from the screen, and are erased automatically 90 days after the contract ends (cancellation). The handling of report text (viewable for at most 24 hours, erased at the latest the next day, and immediately on approval) is unchanged. Figures created by us are not included. The roster (members’ email addresses) and policy settings, as well as the business plan, goals and actual figures, are erased automatically 90 days after cancellation. The administrator’s email address is kept as contract information and is erased on request.
Articles
Knowledge
How to use AI in daily reports: three places to apply it without handing it over
The worry that using AI in daily reports stops development. Not handing over to AI but making use of it — three places to apply it (a starting draft, summarizing long reports, weekly trends) and the one line not to cross.
Keeping daily-report approvals from stalling: a review pattern that doesn't jam managers
When approvals pile up on a manager's desk, feedback arrives late and the daily report loses value. This explains how to narrow what you check and a pattern that keeps approvals moving.
Make daily reports the basis for evaluation: building an appraisal grounded in facts
Evaluation that leans on impression and memory is hard for people to accept. How to move toward an appraisal grounded in the facts accumulated in daily reports.
How to write daily reports: examples you can reuse and the P/D/C/A structure
For those just starting to write daily reports. What to write in each of P (plan), D (do), C (check) and A (act), with examples you can adapt directly.
Don't let weekly reports be a burden: build the weekly review from accumulated daily reports
Writing a weekly report from scratch is double work. Smooth your daily reports by the week and the weekly report becomes 'just a summary.' How to build a weekly review from daily reports and connect it to 1-on-1s and evaluation.
Managing and Growing a Caregiving Team Through Daily Reports ― Leading a Team That Can't Gather
How to lead and develop a caregiving or home-visit team when staff are dispersed, shifts never overlap, and people rarely meet face to face. A look at running the team asynchronously by turning daily reports into a P/D/C/A cycle, supported by approvals, comments, and weekly summaries. Written for service coordinators and unit leaders, this focuses on people management and retention, not the format of care records.