HIDA Journal 2015 AUTUMN No.7

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No.7 AUTUMN 2015　3JapanOverseas●Learn new 　technologies, etc.●Train manager of　local company●Receive introductory　training at one of HIDA　Training Centers　(Japanese language and　culture/society)●Learn about unique　technology at Japanese　companyHIDAHIDAJapanese companyEngineer fromlocal company, etc.Expert from JapanesecompanyInvestee company,supplierInvestee company,technical tie-up partner,distributor,etc.(host company for trainee)Japanese company(company dispatching expert)Company indeveloping country(company dispatching trainee)Company indeveloping country(host company of expert)Japan●Improve quality,cost and　delivery (QCD), etc.●Encourage localization of　local companyOverseas●Technical guidance　through on-the-job　training (OJT) at local　company●Strengthen management　systemFigure 2. Overview of the training in Japan (technical training)Figure 3. Overview of the experts dispatch• Training period: Up to 1 year • Total support from planning to accept the trainees through to holding the training • Training is held at HIDA Kenshu Centers to give trainees an understanding of Japan • Dispatch period: About 1 – 6 months• Employees from dispatching companies and the like can be dispatched as experts• Features a crisis management structure for experts Subsidy rates for costs related to trainee acceptance and experts dispatchCase examples The subsidy rate differs depending on the corporate scale and training area.Corporate scaleTraining areaSubsidy rateSMEs——23Large enterprisesPriority areas＊12Large enterprisesNon-priority areas13＊Priority areas1. Areas related to infrastructure exports (1) “Surface” development projects (2) Leading projects (3) Projects with erce competition 2. Conserving energy with production processes at overseas factories (1) For Tier 1 supply chains and below • Developing operation and maintenance engineers for a high efciency thermal power plant (India)Deepened understanding regarding Japan’s outstanding energy infrastructure technology and high level of safety, while also increasing the sophistication of the technologies related to operation and maintenance of the local thermal power plant. • Conserving energy by adopting environmentally friendly equipment following the establishment of a new factory (Thailand)Reduced energy from power consumption by dispersing and achieving convection ows with indoor air and lowering the indoor temperature by installing energy-saving, high efciency air conditioners.• Saving energy by improving production processes and shortening production lead times (Philippines)Due to the substantial losses from equipment stoppage and defects occurring, training on equipment maintenance and improving quality were conducted in Japan. This led to improvements in the equipment operating ratio and reducing the defect rate locally, allowing them to reduce specic energy consumption.⇒For detailed case examples, see Page 4 (for training in Japan) and Page 6 (for experts dispatch).The subsidy rate differs depending on the corporate scale and training area.Corporate scaleTraining areaSubsidy rateSMEs——23Large enterprises Priority areas＊＊12Large enterprisesNon-priority areas13＊＊ Priority areas1. Areas related to the export of infrastructure systems 2. Environmental / energy technology 3. Medical related 4. Cool Japan 5. Scientic / technical / ITC• Training quality control managers for auto parts (Indonesia)Because they decided to manufacture auto parts for which there is no machining track record in Japan overseas, it became indispensable for them to increase their personnel and train human resources at the local factory. Through quality control manager training and local guidance through experts dispatch they set up a production structure that could be completed locally. • Growing a global company by developing new markets (Vietnam)The cutting and machining industry for precision metal parts in Japan is exposed to fierce global competition. But by seeking out new customers by expanding into overseas markets and starting to develop products outside the scope of their traditional products, they have been able to develop new markets. • Managing a local subsidiary solely through local human resources (Vietnam)As a result of providing training in an ongoing manner to executive candidates at a local afliate company that manufactures industrial machinery, they were able to grow from four employees to 100. One of the executive candidates who received training in Japan currently serves as the president of the local corporation.⇒For detailed case examples, see Page 8 (for experts dispatch) and Page 10 (for training in Japan).※This table contains a brief overview. There are exceptions and the like, and so we ask that you inquire for details. Carbon Reduction Technology Promotion ProgramsODA-funded Programs

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