HIDA Journal 2017 SPRING No.10

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HIDA JOURNAL4Examples of HIDA’s Training Programs for Human Resource Development Next up is the story of PREC: a company manufacturing/machining of various precision metal parts, and how they utilized two of HIDA programs: Training Program in Japan (TPIJ) and Expert Dispatch Program (EDP). PREC started its business during the World War II as a manufacturer of military parts. In post-war period, it shifted to manufacturing of electronic parts such as precision tools, camera parts, and communication device parts such as connectors. The company became PREC CO., LTD. in 2004, at a location in the City of Oume in Tokyo. Later in 2007, PREC invested 100% to found PREC, Viet Nam Co., Ltd., in Hanoi, Vietnam, in a move to diversify of its manufacturing base overseas. PREC Vietnam Plant is situated near Hanoi, at the Binh Xuyen industrial Zone in Vinh Phuc Province; and its Plant II was completed in June 2016. PREC used HIDA’s service to nd an expert in lathe machining technology and dispatch him to Vietnam in July 2016 for basic instruction of local workers. PREC also accepted two Vietnamese leader candidates for training in Japan, starting in August 2016, to undergo training on machining technology.At this occasion, we asked the President and CEO, Mr. Hideo Murai, about background of Vietnam expansion, outcome of using both programs, and his thoughts on training local workers.Main Plant: 8-5-6, Shin-machi, Oume, TokyoEstablishment:January 2004 (founded since circa1945)Capital: ¥ 10,000,000Employees: 18 employees in Japan; 70 overseasBusiness: Precision machining and processing of metal partsMade It Happen: Expert Dispatch Program for Technology Instruction at Local Plants in VietnamPREC CO., LTD.Please share with us how you have come to use both the EDP and TPIJ this time.We heard about HIDA programs from the METI ofcer handling matters related our business, who was stationed at the Embassy of Japan in Hanoi, Vietnam. Up to that time, we had never been aware of the existence of such government subsidized overseas human resource development support programs. In early 2016, eight years after opening our rst Vietnam plant in 2008, we reached the stage where we really had to tackle development of local human resources properly; as we faced the situation of our production lagging behind orders, along with increasing orders, some serious problems such as unprecedented number of careless mistakes and rising fail rate. We were painfully aware that the source of all of those was lack of technical strength; difcult to resolve unless overall technical expertise of entire plant is elevated. We were still searching in the dark for a key to specic and fundamental solutions, when we found out about the HIDA program.A manufacturing business such as ours, which has been forced to shift production base overseas for continuing with manufacturing, would nd a support program such as HIDA’s is crucial; especially if your business is a small to medium enterprise. The size of our engineering workforce was not large enough to afford long term overseas assignment of engineers while meeting the demand of supporting the basic lathe work skill level within the company in Japan. That was why we consulted HIDA for a solution, and they provided us with one by referring us to a just right expert for our overseas technical instruction needs.*1 It was very helpful especially we were also granted a subsidy for the cost of sending him over. We had wanted to invite local employees to Japan to see for themselves what the factory oor is like in Japan and how we worked, to help with effective skills learning. Thanks to the HIDA TPIJ this dream was also made into a reality.In regard to training your local staff, what aspect have you found difcult? What creative approach do you take in training your local staff?We believe we can reduce number of failed products, if we improve local staff’s skill level through technical instructions and training courses. However, we would not face a difculty if we could achieve a result by simply teaching skills. How do you explain something so that your staff will understand it properly? Through trial and error. Our fundamental approach is to avoid resorting simply to thrust “the Japanese way” in their faces. We always tell our Vietnamese staff, “… as well as adhering Vietnamese laws and rules, we also embrace and improve the good aspects of the Vietnamese way;” while “if a specic Japanese method/way is better, we will make it a priority to establish that method.” For instance, although it is the company that pays salary to its employees; the company’s prot is originally generated by customers purchasing goods from the company; before eventually goes towards paying their Vietnam Plant II, completed in June 2016

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