HIDA JOURNAL 2014 SPRING No.4

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4 HIDA JOURNALoverseas market to say manufacturing in the Indonesian plant “ensures the same level of quality as Japanese company Meidoh provides.” To achieve that, engineers of the Indonesian plant must come to see how “Meidoh’s manufacturing” is actually done.In the past, we did not invite local employees of our overseas plants to Japan for training. This Indonesian case is the first time we train overseas local employees in a plant in Japan for the launch of a new plant. For the purpose, we decided to use HIDA’s training programs for the first time in FY2012. First, we invited the first team of seven people to Japan in FY2012 and provided them with training at the main plant for about five months. These seven people already returned back to their home country and are currently preparing for production in Indonesia. In FY2013, the second team of four people arrived in September for five-month training and is receiving training in the plant right now. The third team of four people is scheduled to come to Japan in December. We are planning to develop a total of 15 team leaders in FY2012 and FY2013.Why did you decide to use HIDA’s training programs?Back then, we were looking for a program to invite overseas local employees to Japan and provide training. We learned about HIDA while gathering information. We also heard about HIDA from an employment agency we used when we recruited local employees in Indonesia. We considered various other organizations which offered on-the-job training programs, but ultimately we chose HIDA program which was best suited to our training needs.When choosing your program, our staff in charge asked around about HIDA. The deciding factor was HIDA’s favorable reputation. In particular, many people said “In many cases, participants and the host company maintain a good relationship during and after training.” The purpose of inviting Indonesian local employees to Japan for training is to develop human resources who understand Meidoh’s manufacturing and management principle and who can provide guidance to local workers while imparting the knowledge to them. By cultivating such core local staff, Japanese staff working in Indonesia will be able to focus on management. Therefore, we decided to use HIDA’s training program which has turned out many talents whose mindset and behavior changed greatly after the training and who know Japanese people and society well, understand Japanese-style manufacturing, and are playing an active part in the local companies.Training in Japan is very promising.Through challenging Deming Prize, the employees of the plants in Japan have established a climate of working on continuous improvement together toward the achievement of an aggressive goal. We need to apply this “Meidoh’s manufacturing” developed through TQM activities to the overseas plants. Our objective is to realize a plant of Meidoh as in Japan in Indonesia by the hands of Indonesians. However, we have the language barrier, so our challenge is to provide actual guidance. At present, we provide training to Indonesian staff by using HIDA’s program. HIDA is also teaching them Japanese language. As people say, “Seeing is believing,” so we expect reasonable success.――Thank you very much for taking time to talk with us today.Trainees from Indonesia. They participate in training in Japan for about five months from September 2013 to February 2014.Veteran instructors.

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