SATO PRESS is a medium-sized 100% private own and family own company. It positions as a small and precise steel stamping parts manufacturer which supply for automotive industry especially for Toyota as “Tier 2”. The company was growing every year and had been awarded and trusted for 67 years since the establishment from its customers on the reliable Q.C.D. (Quality, Cost, Delivery). But in mid-2017, the company faced troubles of high rate of defects found at customers and delays in delivery, things that they could do best, led to the decrease of customers` trust. However, the employees felt that they were the victims of management and blaming others for the causes of troubles. Kazunori Sato, the president of the company made 3 decisions as immediate actions which are, hiring new board members from outside, restructuring organization, and forming the Emergency Response Team. Though, the employees still felt that these would not solve the troubles and that the employees would again be the victim of the top management regarding these changes. Kazunori realized that the root causes of all the troubles were from the people and their mindset which were from the long history of the organization culture that had not been change much since the establishment. He looks for the next steps to make the change of company. This case study offers students an opportunity to explore on the organizational culture of a mid-size company and to understand the relation of the culture and leadership and the impact on decision making. Students also have an opportunity to analyze and examine the strategies in order to making the changes.