Following his appointment as plant manager in 1922, Oishi initiated two radical reforms, including cost reductions and productivity improvements. With this two-pronged approach, he reduced running costs at the plant and clarified organizational responsibilities and job descriptions. To address the shortage of electricity and water, a boiler and an alternating-current generator were installed in the electric power substation and new contracts were made with the additional water reservoir systems. As a result, the operations improved in less than a year and the company generated profit for the first time in 1923.