紀要論文

在越日系自動車企業における人材内部育成型の技術移転

Internal personnel development model of technology transfer in the Japanese auto industry in Vietnam

jpn

13493051

https://doi.org/10.15002/00007566

法政大学キャリアデザイン学会

7

19

37

2010-02

Version of Record

The strength of Japanese industry lies in having developed a large number of highly competent, experienced, and knowledgeable technicians and experts in its internal labor market. This long-term personnel development policy is also a common feature of Japanese transplant production facilities. Although technology transfer through such internal personnel development takes time, it provides a large advantage to the local community through its reliable transfer of know-how and training of local personnel. In order to provide high quality products and enhancements, continual improvements in technical levels are required from part suppliers, raw material providers, and even dealers. This becomes a substantial technology transfer that goes beyond the point of production and spreads into local industries. With Western industries, local personnel are quickly moved into management, giving the appearance that technology transfer is progressing rapidly, while in reality the transfer of job responsibilities is limited and approval from headquarters is required to go beyond this limited sphere. Therefore it is common not to have a wide-ranging transfer of know-how that includes methods for management and on-site “kaizen” under western industries, and when the company withdraws, little of their technology know-how is bequeathed to the local community. In this paper, the focus will be on in-house training in the auto industry of Vietnam. During the production start-up, training is at the mother plant in Japan. Upon their return from Japan the trainees are further instructed with support from the Japanese staff. For local hires, group training provides basic levels of specialized knowledge, followed by skill training for specific jobs over a short period of time. Once assigned to a job, more difficult tasks are gradually introduced. Concurrently, the management cycle of plan-do-check-action in experienced through “kaizen” activities such as QC Circles, and basic job attitudes are also taught. In this manner, comprehensive competence is structured into personnel development. This is not limited to line workers but includes office and technical staff for whom their daily communication with the mother plant provides opportunities for instruction, and solving unexpected problems which arise provides experiential learning that further broadens work competences.

Article

AA11961965