HIDAJournal 2012 SPRING No.2

13/18

11HIDA Journal No. 2 ● SPRING 2013I participated in “the Program on Industrial Waste-Water Treatment Technologies for Asia” (PAWW), which was held at HIDA Kansai Kenshu Center for 10 days between November 13 and November 22 last year. I had undertaken training by AOTS (currently HIDA) in Japan for about half a year starting in December 1994, right after I joined VKS, and for about a month in November 2001, making the recent training program in Japan my third time to participate in a HIDA program.PAWW was designed to provide training on technologies to circulate water and use recycled waste-water in the manufacturing process, as well as technologies to save energy and recycle resources, and operation and management methods in the waste-water treatment facility in the industrial park, through lectures and on-site visits. By participating in the eight-day program, I was able to understand the basic principle of sustaining water resources and the policy of processing waste-water, as well as the overview of the required technologies.Unlike my past training, the most recent training focused on learning general-purpose technologies, which made me realize once again the importance of the underlying idea that forms the basis of technologies. Not only using technologies and systems, but also knowing the principle and assumptions supporting them allows us to understand the importance of those technologies and designated methodologies. What’s more, employees can work in a synchronized manner and collectively exert capabilities on an organizational basis in case any trouble occurs.I studied Japanese for two years in university, and a university friend helped me join VKS. There were few people studying Japanese in Vietnam around that time and I do not remember why I chose Japanese. However, there is no doubt that my encounter with Japanese has dramatically changed my life.I am currently in a position of supervising my staff. I will leverage this precious experience to enable my team members to understand Japan’s manufacturing philosophy.I participated in “the Program on Factory Management for Vietnam” (VNFM), which was held at HIDA Kansai Kenshu Center for two weeks between November 7 and November 20 last year. Like Mr. Nguyen Hoang An, I received training in Japan through AOTS (currently HIDA) for about half a year from February 1995, right after I started working for VKS, and for about a month from the end of August 2001. The most recent training program was my third time to participate in a HIDA program.The training I underwent, VNFM, focused on learning management methods required to improve quality (Q), cost (C), and delivery (D) levels in manufacturing and improving skills in detecting waste and issues on the production site. To this end, the participants were required to learn methodologies to improve QCD levels through lectures and observe how they were used and how they led to specific results in the production site through on-site visits.The training content was not particularly new for a person like me, who works for VKS, a Japanese-affiliated company. However, actually seeing how Japanese corporations execute management methodologies and achieve results motivated me to improve our operations at VKS. I would like to express my gratitude to Mr. Narumi, who gave me this precious opportunity.By the way, I was able to meet a very important person for me through the last training: Mr. Toda who took good care of me for six weeks throughout the general orientation course I took in 1995. He is currently in charge of facility management for HIDA Training Centers at the HIDA headquarters and happened to visit Kansai Kenshu Center on a business trip. We were able to meet each other for the first time in 17 years. It was a sheer coincidence, but I felt I was somehow destined to meet him there.Going forward, I am willing to leverage the technology and manufacturing philosophy I have learned and appreciate the support I have received from others to help further develop VKS.our employees.They have become general man-agers in your company. What sort of capabilities do you expect from them?I want them to train and implement Japan’s manufacturing philosophy as well as the underlying 5S, kaizen (improvement), and safety education. If they try to execute these policies, however, they cannot spread them across the organization without the common awareness and understanding among people working together. Thus, we also send our manager-level employees to various seminars on kaizen and other topics to make it easier for them to understand instructions given to them. By the way, we dispatched three managers in a specific department to HIDA’s overseas training course entitled “the Training Course on Technology and Operational Control of Water Infrastructure,” which was held in Ho Chi Minh City the other day.You make sure that technology and knowledge is effectively shared within your organization.I believe developing specific individuals is not sufficient in ensuring proper human resource development. Our human resource development should include establishing the underlying environment and system to enable our employees to improve their performance. We will continue to develop our environment and system to enable our employees to work in a more efficient and effective manner so that we will be able to further improve our operations.Thank you very much for your insightful comments today.Mr. Nguyen Hoang An giving the final presentationMr. Nguyen Thanh Le (left) and the person in charge of the general orientation course at the timeVOICEVOICERediscovering the approach that forms the basis of the technologyNguyen Hoang An, General Manager, General Affair Department and Management DepartmentLearning how kaizen influences operations through real-world case studies of Japanese corporationsNguyen Thanh Le, General Manager, Production Department

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