HIDA Journal 2015 AUTUMN No.7

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No.7 AUTUMN 2015　7 The guidance primarily focused on understanding the structure of the machining center, which consists of the machine tools used in our production line, as well as learning how to operate it properly. The machining center consists of numerically-controlled machine tools that can automatically interchange between several tools, which is computer controlled via computer programming. Before dispatching the expert, our local engineers did not have a good understanding of the details of the computer programming and the machine structure, so the program was set up so that it would take a considerable amount of time to interchange the tools with safety being the priority. Conversely, in Japan the engineer gained a good understanding of the details of the computer programming and the machine structure, so they can anticipate in advance how the machines will function and any problems that may potentially occur. Since they can now move to forestall any such problems, it has been set to interchange tools in a short period of time. Therefore, this time around we decided to focus our efforts on guidance to deepen understanding of the details of the computer programming and the machine structure. As a result, we have been able to reduce the time needed to interchange tools, allowing us to successfully cut our production time per product by roughly 10% for machine processing. This in turn has reduced the equipment operating hours and electricity used by roughly 10%,* thereby allowing us to achieve energy savings in our production processes. ＊Equal to a reduction of approximately 659 kg per year CO2 equivalentThe skills for which guidance was provided was for the basic operation of the machine tools, with a guidance period of about one month. But through this, your processing efciency increased to the point where you could reduce power consumption by roughly 10%, correct? Yes. In the actual guidance, the expert began by showing the engineer samples of basic programs and got him to understand it by reading it together. Based on this understanding, the engineer was made to repeatedly undertake a series of practice exercises that included singlehandedly setting the program, operating the machines, and confirming the results under the constant supervision of the expert. This allowed him to learn these skills in a relatively short time. I had initially heard that the Carbon Reduction Technology Promotion Programs were programs for low-carbon technology, so I thought that they did not apply in our company’s case. But since these programs strive for energy conservation through the rationalization of production processes, which is something that every manufacturer must constantly pursue, I think that it is applicable for a great many cases. The person who received guidance through the second round of experts dispatch is currently undergoing specialized technical training at your company through the use of the training in Japan program. Is your goal here to further increase his level of technical expertise? That’s right. Through the guidance by the expert the engineer reached the level where he could understand the programming content by looking at it, but for the next step we need to get him to where he can perform the programming himself. For the training, we would like to advance to the point where the engineer can perform the programming and equipment management for the machinery. The expert who gave the guidance locally is also handling the training instruction, so they are familiar with each other’s dispositions and the training is making favorable progress. After having provided guidance locally in 2013 I am now in charge of the training, so the trainee seems to be getting along well among people he is familiar with without any unease. What sort of plans does your company have for developing local human resources in the future? We definitely want to localize management. Currently, our local corporation has nine employees, including those at the worker level, two of which are Japanese. Without the Japanese people there management and matters related to advanced technology don’t function. Since stationing Japanese people there costs an enormous amount, we would like to gradually transition over to just local staff. One of the two people trained last year was forced to resign due to family circumstances, but we had him pass along what he learned in Japan to the staff member who succeeded him, so the results of the training were passed down within the company. I would also like to have this new staff member undergo training through a HIDA program somehow. What is more, I would like to have the employees who have experienced technical training participate in HIDA management training in the near future, as I would like them to acquire knowledge and management skills as executives. Could your company’s case examples of expanding overseas serve as a reference for other companies in the same industry based in Sabae? I feel that there are still only a few case examples from industries with precision metal parts manufacturers, such as eyeglasses, expanding overseas. It hasn’t been all that long since our company expanded overseas, but I feel that there is a certain degree of interest among similar businesses. So far, a number of Japanese companies have come to tour our local corporation. Japanese afliate companies in Vietnam seem to be gradually becoming aware of our company. We are currently expanding our business dealings with these Japanese affiliate companies by using our cutting technology for manufacturing precision metal parts. I wish your company all the best in leading the Japanese eyeglass industry as you continue to expand your overseas business in the future. Thank you very much for this wonderful opportunity to speak to you today. Mr. Nomura, the expert providing guidance on programming Examples of precision metal processed parts manufactured Carbon Reduction Technology Promotion Programs

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