HIDAJournal 2012 AUTUMN
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HIDA Journal No. 1 ● AUTUMN 20126Next, we will introduce how NAMBU CYL (THAILAND) CO., LTD. used the Experts Dispatch Program. After the company expanded to Thailand in 2002, it was able to steadily increase the size of its business there and this year it was finally able to construct its own factory. Although the path to this success was not necessarily smooth, the company was able to overcome hurdles with bold and unique thinking. The company is using JODC’s (currently HIDA) Experts Dispatch Program to develop human resources for its design division that it newly set up last year. We interviewed NAMBU CYL (THAILAND) President Hideaki Yoshitomi to learn about his approach to business operations, including human resource development. [Date of interview: July 13, 2012]Your company relocated to the new factory in May 2012. Can you tell us about the process leading up to this move?Our company was located in Ota Techno Park (OTP) until April 2012. OTP is about a five minute drive from here. We had used three sections of the park (one section is 320 m2). At OTP we were able to obtain a wide range of information and it was a very comfortable location for us. However, we were unable to expand there, so we decided to make a bold move and construct our very own factory in Thailand. This new factory is located on a 2,400 m2 plot of land. This means there is enough space behind the new factory to build a second factory.Did you run out of space because of increased production volume?We still had a small amount of space left, but we did not have room to expand. I believe monozukuri (manufacturing) requires a certain degree of empty space around you. Without this leeway, you will not be able to seiri (arranging) and seiton (organizing), and eventually you will lose things. In addition, injuries can also occur more easily. The worst of all is that you will not be able to come up with fresh new ideas.It was a bold of you to move from a rental factory and construct your very own factory in Thailand.Actually, this new factory was the first company-owned factory for the Nambu Group. The property for the Group’s head office in Japan and locally-incorporated subsidiary in China are both leased, so this was the first time that the Group made such a large investment. This caused me to hesitate a little, but we made the decision to build the new factory based on the belief that the industry still had room to grow because of the V-shaped recovery seen since the financial crisis in 2008 and 2009.Have operations gone smoothly since you relocated to the new factory?Unfortunately, operations have not gone smoothly. I wanted to keep the impact of our relocation on production to a minimum, so after we moved we commenced production using our conventional two-shift system before we had been able to seiri (arranging) and seiton (organizing) inside the factory. This was a bad idea. We experienced a number of small issues that we had not seen before then, and an employee was also injured. Thankfully, the employee was not seriously injured. As a result of these incidents, I immediately decided to take measures before things spiraled out of control. First, I decided to stop the two-shift system and operate only on one daytime shift in order for us to seiri (arranging) and seiton (organizing) inside the factory. This reduced our production capacity, but we were able to avoid any impact on overall Group production because I had requested in advance that our site in China take over some of the production. President YoshitomiExamples of HIDA Programs[NAMBU CYL (THAILAND) CO., LTD.]Head office: Chonburi Province, Thailand (Amatanakorn Industrial Estate)Established: February 2002Capital: THB 32 million Employees: 58 (as of July 2012)Description of business: Manufacturing and sales of core puller cylinders and components for molds, Manufacturing and sales of peripheral equipment for the above, Cylinder-related maintenance and overhauls Experts Dispatch Program (From a Company Hosting an Expert)NAMBU CYL (THAILAND) CO., LTD.

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