HIDA Journal 2017 SPRING No.10

14/18

HIDA JOURNAL12Status of TPIJ participationStatus of Training Program in Japan (TPIJ; including technical training and management training*) participation from African countries between FY2011 and FY2015: Most participants were from Sudan (125), followed by Egypt (114) and South Africa (91). Other countries included Tanzania and Mozambique. Total of 646 participants from 28 countries took part in HIDA training programs. Technical training programs had many participants from automobile industry and related areas. Participants to management training programs made up over 80% of all participation, many taking part to courses on corporate management and quality management.* Including participants to entrusted or self-nanced management programsStatus of Expert DispatchIn the recent ve years, our experts were sent to Africa on a total of 24 cases of Expert Dispatch Program use, to a total of ve countries. Below are some examples of content of their guidance.AreaGuidance contentCountryNumber of expertsChemical industryGuidance on managing production and quality of sanitation productsUganda2Specialized service industryGuidance on shooting and editing for nature programsTanzania3Other manufacturing industryTechnical guidance for improving sewing skills, etc., in manufacturing of leather bag, etc.Ethiopia2Other manufacturing industryGuidance on managing production and quality of dried feed for aquaculture of shNigeria1Mr. Joseph Gikungu Uimbiah (Manager, Unilever Kenya Ltd.*) *job title at the time(Attended the Production Management Training Program [PMTP]Wed. November 2 - Thu. November 15, 2016, Kansai Kenshu Center)I had always wanted to visit Japan where TPM was originated as an engineer of production management. I knew about TPM since Kenya Unilever to which I used to belong has been implementing TPM. Attending the PMTP helped me organize my knowl-edge about TPM and also learn how TPM is actually implemented. In particular, I learned a lot from carefully watching how 5S, automation, error-proong, and just-in-time are implemented through visiting Toyota Motor Corporation, HIRAOKA HYPER TOOLS, INC., and AVEX, Inc. I also learned that, in implementing TPM, investing a large amount of money is not necessarily needed and it is possible for eld workers to make use of and apply things they are familiar with.I shared what I learned in the PMTP with my colleagues as soon as I got back to my country. Some of those who were impressed by what I told them applied for another training program of HIDA. Also, we immediately put 5S into practice in our ofce. I have already left Unilever and am going to establish a small factory on my own this year. I plan to make great use of what I learned in the PMTP and consider a layout and logistics of the factory so that it can be operated at an optimal efciency without spending much cost. I very much appreciate having opportunity to attend the training program at HIDA.Mr. Odera Chrispine Ouma (Managing Director, Ciandci Ltd.)(Attended the Program on Corporate Management for Africa [AFCM], Thu. November 24 - Wed. December 7, 2016, Tokyo Kenshu Center)I was originally interested in Japanese companies’ secrets to success and their culture, and that is why I desperately wanted to attend the training program when I read the outline of the AFCM. In the program, I have become very much interested in production management, leadership, and the idea of “co-cre-ation space”* which was taught by Prof. Hiroyuki Oba (Professor, Faculty of Economics and Business Administration, Reitaku University). In particular, I was able to look at actual examples of production management such as 5S and improvement activities through company visits, and I realized that keys to success are continuous improvement, partic-ularity about quality, disciplines and commitment of company members, etc. I was impressed by Japanese companies’ cultures in which they regard and treat their employees as family members, the groundwork is laid before determining something so that troubles can be avoided, there is an idea that everybody concerned takes responsibility for a determination, employment-for-life system, etc. When I get back to my country, I plan to establish a quality management system based on 5S and improvement activities. It is necessary to eliminate waste and streamline the workow. The idea of continuous improvement is also important. I believe that is how we can increase productivity and how a small and medium-sized company like ours can grow larger.*(A concept using a matrix for instructing creation of an action plan developed by Professor Oba)HIDA’s Activities in Africa The Sixth Tokyo International Conference on African Development (TICAD-VI) was held on August 27th and 28th last year in Kenya, Africa. HIDA, having trained almost 10,000 African in Japan and overseas, took part in a side event, the seminar, “Technology Enabling Innovation and Industrialization in Africa.”Incidentally, TICAD-VI Nairobi Declaration identied “Economic diversication and industrialization” as one of the priority areas; while “Japan’s measures for Africa at TICAD VI"* published by the Japanese Government clearly listed “...fostering ’manufacturing and maintenance service personnel’ by AOTS/HIDA” as one of the measures to be taken by Japan. In the light of this development, we see a rising expectation in Africa for HIDA’s human resource development work. Following section will introduce you to the state of HIDA’s support for human resource development in Africa in recent ve years.* Source: “Japan’s measures for Africa at TICAD VI” on MOFA website (http://www.mofa.go.jp/mofaj/les/000183835.pdf)We have received messages about HIDA’s training programs from two people from Kenya who attended the management trainings held in 2016.SudanEgyptSouth AfricaGhanaEthiopiaKenyaOthersSudan125 Persons 19%Others125 Persons 19%South Africa91 Persons 14%Ethiopia63 Persons 10%Kenya50 Persons 8%Ghana78 Persons 12%Egypt114 Persons 18%646 persons from 28 countriesVOICEVOICE

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