Ending Document Creation with AI: The Ultimate Prompt and 61 Consultant-Quality Samples [Must-Save Edition]

1Uchita-style Consultant Slide Maker
2(Accuracy increases when you paste transcripts or meeting notes)
3
4# Task
5From the materials pasted below, design slide documents at a level that results in "deciding" rather than just "reading" at a management meeting, and output in the specified format. Do not start creating from diagrams; pass through the following steps in order: 1 Assert → 2 Build Logic → 3 Select Pattern → 4 Draw by Standards → 5 Verify by Measurement.
6
7## Background
8- (Who do you want to show this document to and what do you want them to decide? 1-2 lines, blank OK)
9
10## Input (As far as you know. Blank OK)
11- Reader: (Management / Practitioner / General Reader)
12- Number of slides: (1 slide / roughly ◯ slides)
13- Output: (A Design only / B HTML slide / C Editable pptx)
14- Brand color: (If specified. Otherwise, default blue)
15
16## Success Criteria
17- The conclusion and points of the document can be reconstructed by reading only the head messages of each page vertically.
18- Every head is a complete sentence with judgment words (which cannot be written just by looking at the body) and passes the inspection of Step 5.
19- Every number has a source or calculation premise. Numbers without them remain as "xx."
20- On every page, you can point to which element in the body proves each section of the head.
21
22## Step 1 | Assert (Head Message)
23Decide on the sentence to be placed at the very top of each page before making diagrams.
24- A complete sentence with a subject and predicate. One message per page. "Analysis of ~" or "About ~" are titles, not assertions.
25- Have facts + judgment in one sentence. Examples of judgment words: should ~ / is limited to ~ / is worth ~ / does not affect ~ / is not ~ but ~ / is merely ~ / can be expected ~ / can ~ / is necessary.
26- Length is 30-60 characters. **First, write in one line (36-character width)**. Only when it absolutely won't fit, use two lines (up to 56-character width, line breaks at phrases). Do not choose two lines first. Do not compress into short slogans.
27- Prohibited: "A. B" double structure (collapse two contents into one sentence with conjunctions like "because of ~," "but ~," "by ~ing") / Enumeration of elements ("There are 3 issues," "Out of 9 steps") / Noun endings / Dashes "——" / Self-reference like "This page" or "This one slide."
28- Numbers should only be substantive numerical values that serve as the basis for the assertion, maximum of two per sentence. Do not write the number of elements.
29- Vary sentence patterns (do not continue the same pattern for 3 adjacent slides): Causal "Because of ~, do ~" / Conditional "If ~, ~ will solidify" / Adversative "It is ~, but the problem lies in ~" / Origin "What affects ~ is not ~ but ~" / Evaluation "~ is within the range of ~ and does not affect ~" / Recommendation "Should concentrate ~ on ~."
30- How to write: ① What question does this page answer? ② The answer (judgment) in one word ③ One supporting fact ④ Connect ② and ③ into one sentence with a conjunction ⑤ When fitting into 36-character width, cut from the evidence section and move to the chart title. Do not cut judgment words and conjunctions.
31- Reverse test: If someone who only saw the body can write the same sentence, judgment is lacking.
32- Do not place a "So What" band (a band writing implications under the diagram). Write implications in the head. Only for pages seeking a decision, place one line of a "Point Box" like "Feasibility of ~" at the bottom.
33
34## Step 2 | Build Logic (For multiple slides)
35- Establish one Governing Message (conclusion of the entire document) and hang the head of each page under it.
36- Create a ledger first: | No | Head | Sentence Pattern | Aggregation to Upper Level | Conjunction from Previous | Body Pattern | Point |
37- Vertical verification: Read heads vertically and see if adjacent pages connect with "Therefore / Because." Horizontal verification: Alignments at the same level have one perspective and unified granularity (you can say in one word "what this alignment was divided by").
38- Points (things to let them decide) are 3-6 for the entire document. Preview with numbers in the summary at the beginning, and collect with the same numbers on the final page. The final page should be the heaviest page with decided items, schedule, and judgment criteria.
39- Use 70% of the total time up to this point. For a single-page document, skip this step.
40
41## Step 3 | Select Pattern (48 patterns, select by purpose)
42Select by "what you want to do" rather than graph type. Match the group with the verb of the message and choose the one whose usage matches. Once the pattern is decided, graph selection is over. If a list image of 61 samples is attached, match the composition (placement, line type, placement of emphasis) of the selected pattern's sample. Take numerical values and wording from the material.
43
44Decide (Operation of the entire document)
45- 01 Table of Contents / Divider: At the beginning of documents with many slides. Function wins over decorative covers.
46- 02 Executive Summary: Table of points, required decisions, evidence, and reference pages. 3-6 points.
47- 03 Closing Decision: Table of decided items + immediate schedule + judgment criteria. Final page.
48- 04 Individual Catalog: Repeat the same layout for similar targets. Only differences stand out.
49- 05 Time Series with KPI Lanes: Management indicators on the same time axis under the graph. Penetrate columns vertically.
50- 06 Bubble Priority Map: Vertical = percentage that proceeds only with the company's decision, Horizontal = years until the effect reaches full amount, Circle area = annual effect. Fill = company-complete, Outline = external premise. Top left is the priority zone.
51
52Decompose (Breakdown of total/contribution)
53- 07 Waterfall Decomposition: Total at start and end (for incremental types that only stack increments, "Total Increment" at the end). Use dashed lines for handovers between stages. Place an action table on the right.
54- 08 Funnel: Proportionalize stage size to the number of cases. Note actions at the point of maximum dropout.
55- 09 Value Chain Profit Diagram: Strictly align the horizontal positions of process chevrons and graphs.
56- 10 Distribution Cascade: Receipts, payments, and profits on a common scale. Use dark color only for the company's share.
57- 11 Logic Tree: Arithmetic symbols on branches. Specific measures at the ends, evaluation column on the right.
58- 12 Formula Decomposition: Make the vertical axis a formula, and state how terms affect each target at the beginning of the line.
59- 13 Stagnation Decomposition of the Same Unit: Actual work and waiting on a band of the same scale. Show that most is waiting.
60- 46 Vertical Issue Tree: Decompose downwards with the question at the top. Bold lines only for the most important path.
61
62Compare (Place on the same scale)
63- 14 Unified Axis Parallel: Align all max, min, and scales of small graph axes.
64- 15 Common Axis Process Parallel: Common process only once at the top. Stack targets vertically.
65- 16 Structure Comparison of Common Scale: Set up one common scale for grades, rewards, etc., and place boxes at heights.
66- 17 Same-type Flow Contrast: Same-type flows on left and right. Goods = solid line, Money = dashed line.
67- 18 Same-type Organization Contrast: Same-type trees on left and right. Use shading for the range of influence.
68- 19 Form Contrast / Risk Evaluation Map: Compare by the "form" of color-coding on the same two axes (e.g., Impact x Probability). List of policies corresponding to numbers on the right.
69- 45 Argumentation Table: Cells are a two-tier structure of "■ Fact → ➢ Implication/Action." 4 variations: basic form, time development, horizontal alignment, hypothesis verification.
70
71Show Change (Do not change position)
72- 20 Same Position Before/After: Elements that disappear remain in the same position as dashed lines. Do not pack and rearrange.
73- 21 Recomposition of Area: Area diagrams of before and after + conversion arrows. The outline of the previous point in time is a dotted line afterimage.
74- 22 Premise Rewriting Table: Conventional (dashed line, gray) → Future (solid line, dark color). Pair the words.
75
76Show by Relationship and Position
77- 23 Area Diagram, Composition Ratio x Efficiency: Width x Height = Area is Quantity x Quality. Horizontal line for overall average.
78- 24 Real Number Area Diagram: Batch comparison of many targets by real numbers of Width x Height.
79- 25 Trajectory Scatter: Connect annual points with lines and give meaning to phases.
80- 26 Circular Scatter: Connect group points in order and show direction with arrows.
81- 27 Scatter Meaningful by Reference Line: Draw equal-result lines according to the formula.
82- 28 Small Multiple Scatter + Table: Diagram = form, Table = numerical values. Align column positions.
83- 29 Line Segment Scatter by Period: Change marks at start and end points. Ongoing ones penetrate the current line.
84- 30 Overlapping Venn Diagram: Disclaimer that area is an approximation. Set up one key number.
85- 31 Stacked Area: Boundary between actual and forecast in the diagram. Forecast interval is a dashed line.
86- 32 2x2 and Judgment Logic: Axes are "two that affect the decision" (e.g., Length of processing x Degree of non-routine). 2x2 on the left, connect 3 judgment logics with arrows on the right.
87- 33 Life Cycle Correspondence: Curve on top, policy cells vertically aligned directly below. Current position with a vertical line.
88- 34 Cross-compensation: 4 quadrants of 2 parties x Strengths/Issues. Connect diagonals with arrows.
89
90Show by Time and Process
91- 35 Period Swimlane: Vertical = lanes for when the effect appears (Short-term, Medium-term, Long-term), Horizontal = time. Total effect on tags. Always include the current line.
92- 36 Module Process: Blocks with person in charge and effect amount on a Gantt skeleton.
93- 37 Phase Gantt: Completed = fill, Planned = outline. Declare current position with a line.
94- 38 Two-tier Process: Upper tier = stream coordination diagram, Lower tier = Gantt of the same plan. Share the time axis.
95- 39 Meeting Body Coordination: Horizontal = deliberation stage, Vertical = meeting body. Write documents passed on arrows. Show rework in number of weeks.
96- 40 Money-Goods Intersection: Goods = solid line, Money = dashed line. Amount and payment site for each transaction.
97- 47 Business Flow Diagram: Lane = role, Diamond = judgment, Dotted line = exception handling. Occurrence rate and additional days for exceptions.
98
99Map the Structure
100- 41 Layer Map: Grid of Vertical = layers, Horizontal = series. Quantify company's reach with brackets.
101- 42 Value Chain Map: Top = process, Middle = success factors, Bottom = player coverage width. Blank space is the assertion.
102- 43 Organization Mapping: Categorize with number badges on the organization chart. Points of choice in pairs below.
103- 44 Whole and Enlargement: Left = whole, Right = enlargement of one block. Connect with dashed line callouts.
104- 48 Stakeholder Correlation Map: Protagonist in the center. Goods = solid line / Money = dashed line / Data = dotted line.
105
106Only for simple pages not in the patterns, choose the graph directly: Difference in quantity = Bar / Trend = Line / Increase/Decrease = Waterfall / Yield = Funnel / Product of two quantities = Area diagram / Correlation = Scatter / Density = Heatmap / Trend of quantity and breakdown = Stacked area / Distribution of flow = Sankey. Do not use pie charts in principle (exceptions are only when there are 5 or fewer items and the purpose is a majority judgment).
107
108## Step 4 | Draw by Standards
1094 Principles of Placement
110- Decide on the vertical and horizontal axes before placing (Vertical = target, classification, player; Horizontal = time, process, judgment axis)