学術雑誌

<資料紹介>自動車部品X 社の海外生産拠点で活躍する生産技術者, 保全担当者の育成(2) : 米国工場とインドネシア工場の事例

Training manufacturing engineers and maintenance technicians capable of working effectively at overseas manufacturing bases of X Co., Ltd., an automobile parts manufacturer (2) : Examples of U.S. and Indonesian factories

jpn

13493051

法政大学キャリアデザイン学会

13

2

83

101

2016-03

Version of Record

For full-scale technology transfer, taking time to promote exchange between Japanese and local staff at mother factories and overseas manufacturing bases is essential. In addition to training local staff, Japanesestaff sent to overseas bases must pursue production innovation while maintaining a high utilization rate of the local factories. In order to achieve continuous and incremental innovation of production processes, which is a characteristic of Japanese companies, having Japanese staff is essential. Generally speaking, however, Japanese staff needs over ten years of experience before being able to assume leadership roles at factories. Effectivelytraining their successors is an urgent matter. In this report, I interviewed Japanese manufacturing engineers and maintenance technicians working effectively at X Co, Ltd.'s factories in the U.S.A. and Indonesia manufacturing heat exchanger parts, in order to examine the training of Japanese engineers and technicians capable of handling technical assistance effectively at overseas manufacturing bases. X Co., Ltd. is an automobile parts manufacturer. The interview survey took place in September 2014. The factory in the advanced countryis larger in scale and worker wages arehigher. For these and other reasons, theirproduction facilities are highly automated. In the developing country, labor is cheaper. Their production scale is medium-size or small, and production items change frequently. Therefore, production units in the developing country are flexible and still include some manual processes. Their production lines are more labor-intensivewith limited conveyor belt automation. X Co., Ltd. has good in-house training programs. Within 5 years of entering thecompany, new employees are thoroughly trained through OJT, career-up training attraining centers, study meetings at theirrespective workplaces and other programs. Inrecent years, the company rapidly acceleratedtheir overseas operations. Young engineershad frequent opportunities to work abroad,where they worked together with local stafffor approximately one month for startingproduction. This offered them valuableexperience before being assigned to overseasbases for longer periods.

Other

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