HIDA Journal 2014 AUTUMN No.5

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5No. 5 AUTUMN 2014of this analysis they were able to take the countermeasure of expanding the heating burners. Data was collected after the heating burners were expanded, because even despite these defects were still occurring. They then learned that these were being caused by the facing peeling off, and so now we have set our sights on taking countermeasures against this.In this manner, we repeated the process of taking countermeasures, surveying and analyzing them, and discovering the root causes of the problems. I get the feeling that as these individual instances began piling up the act of taking theory-based countermeasures took root among the onsite managers.As a result of the guidance the numerical targets for reducing defects have largely been achieved. But variability still arises depending on the day, and challenges remain.When you provided guidance onsite, how did the managers respond? Did you ever devise any clever approaches to encourage them to actively participate?All of the managers were extremely interested in taking countermeasures against the defects, so they lent their active cooperation. Also, I got the feeling that Indonesian people are essentially relaxed and easy to get along with. Yet on the other hand they have the problem that unless you keep close tabs on them they will not actually finish the work they should be doing, so you have to pay attention.As for clever approaches to this, in order to encourage the managers to actively participate I would praise them by saying “Thank you” or “Terima kasih” in Indonesian for every single thing that they did properly. If I discovered they had done something well I would announce it at meetings or other places. My thinking was that doing this would boost the motivation of the managers.Since P.T. Nakakin Indonesia was established it has made use of the expert dispatch program several times, including this current time with Mr. Fujihara. What do you think have been the results of dispatching experts onsite and where do the strengths of this lie?Since it is difficult to permanently station Japanese people onsite, I’m grateful for having this opportunity to offer guidance to onsite employees through the use of this expert dispatch program. And because you are being dispatched as an expert, the employees of the company that chose you as an expert thoroughly study up in advance. Teaching people forces you to organize the knowledge you possess, and being asked questions forces you to study and diligently apply yourself to learning more.Furthermore, the greatest result from this is that it makes you capable of thinking and making determinations on your own. In Japan you are in an environment where you are surrounded by more senior superiors and could easily ask questions, so you do not have to search for materials and study on your own. Conversely, when you are onsite in the local region you are the one in the position of teaching others, and so you have no other choice but to learn about what you are teaching on your own. Our company feels that the growth of the personnel dispatched as experts is also one of the important results of this program. Your company certainly utilizes a variety of different opportunities to promote human resource development. Are there any other philosophies or mottos that your company holds dear and, if so, what are they?We venture to accept and challenge ourselves to do difficult jobs, through which we strive to pursue high quality, short delivery times, and low costs. Since we are in a fiercely competitive industry, we consciously give thought to boosting our company’s capabilities and gaining a competitive edge because we have decided that we cannot skate by on work that is easy to tackle. Moreover, developing human resources from younger generations presents a challenge, but by setting up venues for giving presentations related to technological innovations we can get them to improve themselves by learning from others.Lastly, please tell us about your plans to expand your business in the future.We are searching for management approaches to keep in check the tides of economic fluctuations by diversifying the contents of our business and reducing our overreliance on certain clients and lines of business. For this reason, we would like to expand our business little by little from the manufacture of cast aluminum products, which is currently going well, in the direction of selling products assembled and machined from stainless steel. In addition to improving our businesses in Japan, we would like to put these into practice in Indonesia at some point.From the discussion, it seems that making use of the expert dispatch program not only develops human resources in the form of onsite employees, but also fosters the awareness of the human resources in Japan as well. What is more, through their future business expansion it appears as if the role played by P.T. Nakakin Indonesia will only grow larger and larger. Thank you very much for the valuable discussion.At P.T. Nakakin Indonesia’s factoryEngine intake parts (intake pipes) being manufactured at P.T. Nakakin Indonesia

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