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Training engineers
ur company has a yearly budget of 20 million yen (approximately US$165,000) for technical training of company personnel. There has never been a time when large corporations and mid-sized companies face such unstable conditions as now. The dilemma is how to survive this era when the long-standing keiretsu relationships binding mid-sized companies to large corporations still continue yet are unstable and no longer guaranteed. Our company as well enters the 21st century, and though we are a mid-sized company, our management places utmost importance on a strategy of fostering universally acceptable original "technology" and training engineers to support such technology.
At our company, new employees that yearn to work in design will spend at least 2 years in the factory, even though he or she may possess a university diploma. The first year is spent as a simple function operator to comprehend the factory floor first-hand. The second year is spent learning machine operation. Participation in our external training system is also required. Seminars, trade fairs, and plant tours provide valuable experience and knowledge inaccessible by internal activities alone, and these resources are then effectively harnessed to challenge new technological frontiers.
Also, one day twice a week is designated "Cleaning Day" when all employees clean the road in front of the factory. Also, one Saturday a month is designated "Improvement Day" to implement an idea suggestion system. Even the most trifling proposals are carried out based on merit for work improvement. Activities encourage individual proactiveness, and the person who proposes the improvement gets to lead activities.