HIDA JOURNAL 2014 SPRING No.4

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6 HIDA JOURNALlearned the skills of sales department staff. In 1994, I became part of top management, and management-related work increased sharply. So I participated in the program to learn how a corporate manager should run a company. Wonderful lectures given by HIDA’s instructors and firsthand learning of management cases of global companies, such as Noritake Co., Limited and Kobe Steel, Ltd., left a strong impression on me.After Mr. Lamba participated in Management Training in 1994, several other employees of IAI also participated in HIDA’s Management Training, such as corporate management and production control training, from 1997 to 2007. What is the reason for sending your employees to HIDA’s Management Training? In what ways do the ex-participants make use of the training in their work after returning home?As I mentioned before, I sent executive candidates of the time to HIDA training to facilitate the sharing of knowledge and experience. Eleven persons, including staff from affiliated companies, participated in the training. Among them, nine people are still with the company and flourishing as senior’s executives. One of two people who left the company now works for one of our suppliers and is still working with us. As you know, quality human resources in India usually job hop one company after another, but our company boasts high retention rate. I think this shows the effect of HIDA training.These people infused the knowledge and experience they learned in various programs into our company, from small error-proofing devices to 5S, worksite improvement activities, visualization and company-wide layout improvement. As a result, great changes occurred especially on the manufacturing floor. I believe that these efforts have earned the trust of Japanese companies.I heard that your company is performing very well. I also heard that your company has been expanding business with Japanese companies. Would you tell me the secret?We have the following three relationships with Japanese companies. The first relationship is Japanese companies as our suppliers. Mid-size Japanese companies have been supplying us parts. The second relationship is Japanese companies as our purchasers. Our company supplies parts to major Japanese companies, such as Suzuki Motor Corporation, Toyota Motor Corporation, Hitachi, Ltd. and Komatsu Ltd. The third relationship is as our joint venture partners. For us, Tokai Rubber Industries (TRI) is an example. We established a joint venture company, Tokai Imperial Rubber (TIR), with TRI in Faridabad seven years ago, and in 2012, we established another joint venture company, Tokai Imperial Hydraulics (TIH). At present, we are constructing a plant in Neemrana Industrial Area exclusively for Japanese corporations which JETRO supports. The plant is scheduled to start its operation in April 2014.Our company has business relations with many Japanese companies, big and small. What I learned from HIDA has been very helpful for working with them. Since Japanese people are generally reserved, it takes time for them to open up. So it is not easy to build a trusting relationship with them. Moreover, communication can be difficult at times because of the language barrier. I make simple conversation using Japanese I learned at HIDA a long time ago, enjoy Japanese food and wine together, and talk about our cultures to gradually break ice and build a friendship. By doing this, I can build a trusting relationship with Japanese companies in a short period of time. Incidentally, I had a chance to play golf with our business partner during a recent business trip to Japan. We took a bath together after. It was the first time for me to take a public bath. I learned that there was a way to build trust with Japanese companies through such a “bare open relationship.”Once I can build a trusting relationship with a Japanese company, anything else is not difficult. In order to keep up the trust of Japanese companies, I will always remember these three things I learned from HIDA’s training programs.――Thank you very much for taking time to talk with us today.Sharing the result of improvement in the worksiteVisualizing in-company training schedulesMaking improvements in production lines

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