Good Examples of Human Resource

Development Utilizing Skills Competitions

2013 MHLW-Commissioned Projects

Electric Welding

Machine Assembly Turning

Electrical Installations

Mechatronics

Graphic Design

Cabinetmaking

Dressmaking

Landscape

Gardening

Carpentry

Steeplejack

Japan Vocational Ability Development Association

Overview of the various skills competitions

WorldSkills and many other skills competitions are held with the aim of encouraging youth to seek career

opportunities and ensuring the smooth transfer of skills through generations.

● WorldSkills

WorldSkills is an international skills competition for skilled youth (in principle 22 or younger). Japan has participated in WorldSkills since the 11

th round in

1962. At the WorldSkills Leipzig 2013, close to 1,000 entrants from over 50 countries competed in 45 trades. WorldSkills is held once every two years, and the Japan representatives are selected through the National Skills Competition held in the previous year. 【Trades entered by Japan at the 42

nd WorldSkills Competition】

Polymechanics, Information Network Cabling, Manufacturing Team Challenge, Mechatronics, Mechanical Engineering Design – CAD, CNC Turning, CNC Milling, Masonry, IT Software Solutions for Business, Welding, Printing, Automotive Sheet Metal, Piping, Electrical Installations, Web Design, Electrician, Plant Electrical Equipment, Plastering, Mobile Robotics, Carpentry and Cabinetmaking, Carpentry, Jewelry, Floristry, Hairdressing, Beauty Therapy, Western-style Dressmaking, Confectioner, Pastry Cook, Vehicle Mechanic, Western-style Cooking, Restaurant Service, Vehicle Body Painting, Landscape Gardening, Refrigeration and Air Conditioning, IT Network and Systems Administration, Graphic Design, Construction Metal Work, Sheet Metal Bending, Prototype Modeling, Plastic Die Engineering

Skills Grand Prix As the name suggests, a nationwide skills contest in which skilled workers (no age limit) with the advanced grade, 1

st grade, compete.

Held since 1981 and once every two years since the 22

nd round in 2002.

【Trades of the 27th Skills Grand Prix】

Textile Dying, Dressmaking (ladies wear), Dressmaking (gents wear), Kimono-making, Bedding, Stonemasonry, Carpentry, Roof Tiling, Tatami-making, Construction Piping, Plastic Floor Finishing, Carpet Floor Finishing, Wall Decoration, Turning, Milling, Machine Assembly, Cabinetmaking, Carpentry, Glass-making, Jewelry, Seal Carving, Landscape Gardening, Painted Advertising Art, Adhesive Sheet Finish Advertising Art, Japanese Cooking, Floristry, Restaurant Service

WorldSkills

Competition

(Every 2nd

year)

Skills Grand

Prix

(Every 2nd

year)

Youth Monozukuri

Skills Competition

(Annual)

National Skills

Competition

(Annual)

Gold

me

dal

High-level Expert

1st Grade Technician

2nd Grade Technician

3rd Grade Technician

General Technician

Champion

Champion

Champion

● National Skills Competition A skills competition in which young skilled workers (in principle 23 or younger) compete for the top skill level in Japan. Held annually since 1963, 2012 marked the 50

th round of the

competition hosted by Nagano prefecture. Entrants participate in a wide range of approximately 40 trades including metallurgy, electrical engineering, mechanical, information & technology, construction & building, service & fashion, etc. The competition does not only aim to motivate young skilled workers, but also provides an opportunity for the general public to experience various skills up close and plays a role in promoting the importance and necessity of skills. 【Trades of the 50

th National Skills Competition】

Machine Assembly, Die Punching, Precision Equipment Assembly, Mechatronics, Mechanical Drawing, Turning, Milling, Construction Metal Work, Electric Welding, Mockups, Automotive Sheet Metal, Sheet Metal Bending, Piping, Electronic Installation, Electrician, Plant Electrical Equipment, Masonry, Plastering, Carpentry and Cabinetmaking, Carpentry, Jewelry, Floristry, Hairdressing, Beauty Therapy, Western-style Dressmaking, Confectioner, Vehicle Mechanic, Western-style Cooking, Landscape Gardening, Kimono-making Japanese Cooking, Restaurant Service, Vehicle Body Painting, Refrigeration and Air Conditioning, IT Network and Systems Administration, Information Network Cabling, Web Design, Steeplejack, Watch Repair

● Youth Monozukuri Skills Competition A skills competition open to youths (in principle 20 or younger) currently studying at vocational training institutions or technical high schools. Unlike the National Skills Competition, people may not participate if they have work experience in the applicable trade. This competition began in 2006 based on the belief that a place was needed for youths to compete in their skills area and is designed to set skill learning objectives for young people to increase their awareness of monozukuri skills and nurture them to be professional tradesmen. 【Trades of the 8

th Youth Monozukuri Skills Competition】

Mechatronics, Mechanical Drawing (CAD), Turning, Milling, Electronic Circuit Assembly, Electrical Work, Timber Processing, Carpentry, Vehicle Repair, IT Network and Systems Administration, Web Design, IT Software Solutions for Business, Graphic Design, Robot Software Installation

A skill essential to automotive manufacturing -

Human development is central to the monozukuri spirit

Toyota Motor Corporation

At Toyota, from the development of new vehicles and mass production to maintenance of production equipment, it is the outstanding skills of each and every employee that support all areas of automotive manufacturing. Their skilled professionals continue to refine their skills based on their job level and in response to changes in the types of vehicles being manufactured as well as manufacturing techniques. The National Skills Competition is awaiting young workers who continue to advance as a challenge to further improve their skills. Since 1966, Toyota has sent many of its employees to participate in the competition in trades relating to automotive manufacturing.

Sharing the concept that “human development is

central to the monozukuri spirit”

Toyota Motors boasts 2012 production totalling 8.7 million vehicles worldwide. Spurred on by the expansion of sales channels in the Asian market, Toyota is enhancing their production framework on a global scale. Almost half of the 3.5 million vehicles produced in Japan are exported overseas. Out of the 69,000 Toyota employees, 42,000, or over half, are skilled professionals involved in these production activities. Yasuo Torikai, manager of Human Resources No. 2 HR Section, says that “It is no overstatement to say that automotive manufacturing could not be achieved without outstanding skills. Based on the philosophy of „Monozukuri starts with human development‟, everyone from the top management level to every single employee is strongly aware of the necessity and importance of human development”. When building prototypes, a step essential to new vehicle development, skills are required to manually finish prototypes so they fit the visions of designers and achieve a degree of comfort not easily expressed in words. Making repairs to the production line and equipment kaizen requires the knowledge to find the cause of breakdowns and perform hardware/software adjustments in a short time, based on a thorough knowledge of the machinery. Skilled professionals acquire this sort of skill and knowledge through OJT and job rotation on the shop floor. Amidst this, young employees are selected, subjected to sophisticated training and compete in the National Skills Competition which strengthens the mind, skill and body. Torikai explains , “The goal is human development, the target is a gold medal. If not gold, then silver. People can grow a lot if they continue to push themselves to be one level better.”

Skilled workers who uphold “Made in TOYOTA”

Many of the National Skills Competition entrants are graduates of Toyota‟s internal training school, the Toyota Technical Skills Academy. Competition participants are selected based on their ability and suitability and at the same time the workplace to which they will be allocated in the future is decided. By deciding the workplace it is possible to understand what type of skills and knowledge will be required in the future and better clarify training targets. During the training time allocated for the National Skills Competition, participants receive instruction to hone skills from an instructor in a marathon-style and do not carry out the regular duties of their workplace. Up until now, Toyota has produced many National Skills Competition medalists. Many of these gold medalists go on to represent Japan at WorldSkills held every two years. Meanwhile, employees of Toyota‟s overseas operations (Thailand, Indonesia) are also exerting an effort and have even outstripped Japanese entrants at WorldSkills in recent years. For this company which produced 60% of their total production volume overseas as of 2012 under the “Made in Toyota” slogan, competition between employees on a global level has in fact raised their production ability and become the driving force behind their growth. However, Toyota is still a company which prides itself on being the “Toyota of Japan”. Overseas automotive manufacturers are growing stronger and that is precisely why it is extremely important to make an effort to keep monozukuri skills in Japan. “We must continue to improve skills on a daily basis to ensure that the Toyota of Japan leads monozukuri developments even at the National Skills Competition”, says Torikai with determination.

● Toyota’s Positioning of the National Skills Competition

Significance of

participation

● Toyota upholds a universal philosophy of “Monozukuri is human development” and shares a common understanding that the ongoing development of human resources who are responsible for monozukuri skills will lead to the strengthening of Toyota‟s production framework and improvement of the Toyota brand. In the manufacturing division, there are some tasks which require high-level expert skills, and production technologies develop as a result of adoption and mechanization of craftsmen‟s skills. In this context, the National Skills Competition aims to develop human resources who will play a central role in their workplaces and to acquire high-level skills through pursuit of world top class skills.

● The abovementioned reason is also why Toyota has consistently taken part in the National

competition despite various changes to the economic climate and production environment.

● Many of the National Skills Competition entrants are graduates of Toyota‟s internal training school, the Toyota Technical Skills Academy. Candidates are selected to begin training based on their individual ability and suitability displayed in practical lessons carried out at the school (Homi Training Center).

● The youth of today do not relate well to the style of “Fix your eyes on the leader and follow”. There is a need to enhance training means to accommodate this situation. Over the long 3-year period allocated for the competition‟s training, the entrant and instructor work as one. With this deep level of communication, it is possible to thoroughly convey information and teach what needs to be taught. The training period for the competition provides a special opportunity to spend time purely for the purpose of skill acquisition.

● These days, the culture of placing value on skills is also becoming established in overseas production bases and this is the foundation for performance improvement at WorldSkills. Competing under the same brand provides great stimulation for all Toyota representatives.

Training

methods

［Data on participation in WorldSkills.

Gold (Trades) Silver Bronze

Fighting

spirit award Total

7（Mechatronics, turning, milling, mockup, automotive sheet metal, vehicle body painting, IT network and systems administration）

7（Die punching, milling, mockup, automotive sheet metal, electrical installation, vehicle body painting, IT network and systems administration）

4（Milling, mockup, automotive sheet metal, ITPC network support）

5（Die punching, mechatronics, mockup, vehicle body painting, ITPC network support）

4（Die punching, mockup, automotive sheet metal, ITPC network support）

Toyota has participated since 1966 in 10 trades relating to automotive manufacturing. The above are the number of people awarded prizes at the National Skills Competition over the past

5 years. No less than 134 employees have been awarded prizes for the past five years.

［Overview of the Homi Training Center］

Opened in March 2002 as a training facility for TMC skilled professionals and students of Toyota Technical Skills Academy. Comprised of a school block, practice block and common block, the Homi Training Center is supporting Toyota‟s monozukuri training in the 21

st century. The Toyota Technical Skills Academy offers a 3-year curriculum

equivalent to a technical high school and a 1-year specialist course aimed at high school graduates, and works hard to teach youth practical skills from an early stage.

Toyota Motor Corporation

Toyota Human Resources Development and the National Skills Competition

Remove dependence on machines and constantly improve skill ――I hear you have been involved in human resources development for many years. Do you think there are changes occurring in Toyota’s workplaces too? 。 Torikai: Firstly, I can tell you that the techniques used in automotive manufacturing processes have changed dramatically over the last 30 years. Through robot utilization, automation and the introduction of computers, the number of major breakdowns on production lines has decreased. That said, if we depend on machines for everything, we are at risk of losing people that have the ability to detect signs of abnormalities and the power to be creative from the workplace. For example, a certain technician in the casting division can guess the humidity in the plant first go and point out errors in humidity sensors. Technologies to mechanize these kinds of refined five senses and craftsmanship skill are advancing rapidly but if we depend too much on this, we will lose manual work skills and the ability to use our five senses from the workplace and become unable to pass these things down to the next generation. I strongly feel the importance of skills in order to prevent weakening of the monozukuri strength built up by Toyota over the years.

――What kind of measures do you have in place to solve such an

issue?

Torikai - We promote human resources development with both a

comprehensive capabilities development program and a human resources

program to support career design. There are 6 classes of skilled

professionals, from the basic skilled worker to CX class (foreman class), and

by associating each class with a specialized skills learning program, we

have clarified the skill level required of each class.

The National Skills Competition is just the beginning but it is a solid foundation ――What do you expect from employees who have successfully

completed skills competition training?

Torikai - Employees who have participated in the skills competition return to

their respective workplaces. At that point, they are 3 years behind other

employees who started at the same time as them but have learnt the

practical tasks of the workplace. Despite this, they catch up at an

eye-opening rate and many workplaces say what they learnt in training for

the skills competition has wide application. For example, employees who

competed for the mockup trade, are able to design practical CAD data as

soon as they learn CAD/CAM machine operations. This is because they can

concretely picture how molten metal fills a cast mold, and it is a proof that

they have thoroughly learnt the basics in 3 years of training. It is important to

leverage these skills in the actual workplace and develop them further. To

make this happen, it is really vital to provide support so that competition

participants can leverage their experience. Yasuo Torikai - Manager of

Human Resources No. 2 HR Section

Figure: Structure of Skill Training

Training by class

Specialized skills

learning program Skills course Self-development Competitions

CX class

SX class

EX class

Mid-level skilled

professional Beginner level

skilled

professional

Basic level skilled

professional

50 special

training 60 special

training 70 special

training 90 training

Step-up training

New employee training

S class

A class

B class

C class

TPS advanced

TPS intermediate

TPS beginner

Specialized skills course

Skills Examination

Vehicle mechanic

Electrician

Language study

Welding technology competition

National Skills Competition

In mechatronics, a good balance between individual skill and team strength is important. This is easier said than done as there are differences in the personalities and development pace of the two entrants. How to extract the inherent strengths of each individual is a key element. My role is to give the entrants confidence by carefully considering their viewpoints and in doing so, encourage autonomous action. The team becomes stronger if the individual entrant acquires a positive attitude. I am confident that they will then go on to apply their achievements in their respective assigned workplaces in the future.

Instru

ctor’s m

essa

ge

National Skills Training

Report

In the “Mechatronics” trade category, entrants work in pairs and battle it out for 2

days. During the station fabrication of the 1st day, entrants must assemble a machine

according to a drawing and make it operate in line with specifications using a PLC

(control unit). On the 2nd

day, entrants tackle troubleshooting to restore equipment

which has been set up to malfunction and prove their maintenance skills in

replacement of damaged parts and wear parts. The problems are announced on the

day of the competition so good concentration and response abilities are essential.

Competition

entrant’

s message

I became interested in the National Skills Competition when I heard that one of my seniors at high school joined Toyota and won a gold medal at the Competition. I am now in a very blessed training environment where I am receiving instruction from a superior who has gained great experience through participating in the National Skills Competition twice. Mechatronics is a battle with yourself. If you can‟t respond well, you get frustrated and often have to start from scratch, meaning you lose the time you are allocated to complete the problem. I want to become mentally stronger through training and real competition.

I learnt about the National Skills Competition after starting at Toyota. Initially I was interested in mechatronics and mechanical drawing but later I became more interested and participated in the former due to movement being involved. I am a quiet type, but I was taught to firmly convey my perception of work directions and response tactics as part of a team and I really make an effort to achieve this. I feel that if I‟m going to participate I should aim for a gold medal. I want to make the most of every single day devoted to practice.

Competition

entrant’

s message

Terumi Sugimoto

Ryohei Mano

Nobuki Fujishima

Taking the challenge to develop “Monozukuri

strength” in order to survive a global era

Toshiba Human Resources Development Corporation（Toshiba Technical School）

Toshiba is a comprehensive electronics manufacturer representing Japan that covers a wide

range of areas from heavy electric equipment such as generators as the backbone of industry,

to common household products. To respond to their rapid globalization of production and to

develop and pass on the monozukuri strength required to achieve production globalization,

Toshiba is exerting great effort to develop skilled workers of a world-class level. Toshiba

Technical School strongly supports Toshiba‟s monozukuri strength by providing everything

from the fundamental training of new employees as the starting point of reaching world-class

level, to intensive training for of National Skills Competition entrants.

Developing comprehensive ability to respond

to globalization Until now, Toshiba has consistently focused on human resources development aimed at achieving a comparatively higher technical strength. In addition to the wide ranging technical strength, flexibility and spirit of innovation necessary to handle a truly diverse range of products as a comprehensive electronics manufacturer, in recent years, Toshiba has placed particular focus on the ability to respond to globalization Amidst growing localization of production especially in emerging countries, skilled workers of Japan‟s Toshiba will not be able to keep up if they merely deepen their specialized knowledge of their own area. In order to negotiate not only with skilled workers of the local in-country plants but also with marketing and design divisions, and to suitably control production, you will be required to have an ability to give instructions and make decisions, so comprehensive and high-level skills will be necessary. More than anything, it is important that the Japanese skilled workers achieve and maintain a level higher than the skilled workers in overseas production bases in order to be able to instruct and develop them sufficiently. In other words, Toshiba, which is aiming to become a global leading company, must become even more enthusiastic about raising the level of its skilled workers as an essential part of establishing a significant status for itself in the international market. One prime example of Toshiba‟s renewed motivation is their return to the National Skills Competition. Toshiba had proactively encouraged their young employees to participate in the National Skills Competition since its start and at one stage prior to withdrawing, acquired around 33% of the awards of the total number of Toshiba entrants – a magnificent achievement. However, Toshiba refrained from participating since 1987 in accordance with a change in their human resources development policy. They rejoined the competition in 2010, and have been producing good results at a pace exceeding their past performance.

National Skills Competition experience

nurtures skill and moral National Skills Competition participants from Toshiba are essentially selected from new employees who have graduated high school. Employees who have completed the basic new employee training at Toshiba Technical School may express their desire to compete and are then selected based on their attitude and performance in training, as well as their aspiration, suitability and capacity for competition, therefore they not only have a very high level of skill, but are also extremely highly motivated. Entrants are dispatched from their allocated workplace to the Toshiba Technical School where they undergo intensive training. Here they are taught everything they need to compete, from high-level skills to wide-ranging knowledge and elemental/application training. In addition to practicing real problems used in the past skills competitions, entrants undergo mental training and strengthen both their body and mind in order to avoid defeat. Once the National Skills Competition is over, the participants will return to their workplaces, where they are always highly evaluated by their superiors and colleagues. Through repeated training to create high quality products in accordance with specific rules within a strict time limit, employees refine their ability to instantly assess the overall image of the tasks required of them and nurture the ability to work efficiently. Furthermore, the days of the strict discipline training received from their instructors is reflected in their attitude towards work, consideration towards others, speech, etc., helping them to grow significantly as a member of society at the same time as a skilled professional. It can be said that the efforts to improve holistic ability for the purpose of achieving Toshiba‟s aim of global human resources development have begun to bear fruit.

● Toshiba’s Positioning of the National Skills Competition

History of

participation

●Toshiba had proactively participated in the National Skills Competition since its start and by the late 1980s had produced 335 award winners (62 champions) out of the total 978 Toshiba participants– a magnificent achievement. ● However, Toshiba stopped participation in 1987 and enhanced their internal contests in line with a shift in policy which prioritized raising the overall skill level baseline on a wider scope rather than nurturing a limited few into top-class skilled workers. ●After recognizing that the outstanding skill level and sense were essential to the monozukuri workplaces of Japan in recent years, Toshiba began participating in the National Skills Competition again in 2010. By 2012, they had already accomplished a commendable achievement, with 6 out of the total 17 Toshiba participants receiving awards. ●Currently, participants are selected from the young employees who have graduated high school, entered Toshiba and completed a 1–year fundamental training course. Interested employees apply and successful applicants devote themselves to intensive training aimed at preparing them for competition.

Significance of participation

● A benchmark against competitors: The National Skills Competition is an opportunity to confirm Toshiba‟s technical strength compared with competing manufacturers through actual competition and the result does not only strengthen the individual ability of the participant but also raises the skill potential of the overall company, making it possible to achieve innovation in the actual workplace. ●Raise motivation & moral: The National Skills Competition gives employees who have only been with the company for 1 or 2 years a sense of purpose and steadily nurtures their skill and confidence through intensive, ongoing exertion. At the same time, through interaction with their instructors and fellow colleagues also participating in the competition, entrants have an opportunity to learn what their roles and behavior should be within the organization. ●Improve corporate image (brand power): Participation in, and winning awards at the National Skills Competition strengthen Toshiba‟s attractiveness as a company. ●Skill improvement and information exchange with top Japanese companies: The National Skills Competition is an opportunity to mutually raise skills together with people of the same industry and exchange valuable information.

●The biggest theme is developing people, and Toshiba believes that the National Skills Competition has been built up by many fellow senior colleagues down through the years, and should be utilized as a valuable opportunity to pass down the passion towards monozukuri and sophisticated skills to the next generations.

●To promote globalization of production, the biggest issue for manufacturers these days, Japanese skilled workers must acquire high-level skills appropriate in guiding the production bases and workers in emerging countries, as well as develop a wide-range of skills to instruct and negotiate with local staff.

●By battling it out directly with participants from competitor companies, employees can objectively verify their skill level and use this knowledge to improve their skills even further. Also, competing with their peers from different companies spurs their desire to improve and heightens their motivation as they become filled with fighting instinct.

Utilization policy

Toshiba Total Human Resources Development Corporation is a Toshiba group company that, based on the human resources framework of the overall company, conducts the planning, establishment, implementation of training, provides consulting to group companies, develops support systems, proposes services and manages and operates education facilities. Toshiba Technical School is responsible for developing “human resources” who will become the core of monozukuri workplaces, as well as strengthening Japan‟s “monozukuri strength” which is essential for the global deployment of production.

［Company Overview］

Toshiba Total Human Resources Development Corporation (Toshiba Technical School)

Our Human Resources Development and the National Skills

Competition

――Please tell us about the “monozukuri skill” currently being sought by Toshiba and the related background and aim. Murakami: Currently at Toshiba, we are practicing human resources development which prioritizes “skill” above anything else. This is because, as globalization further advances in the future, there will be a need to reinforce the foundation of Japan‟s “monozukuri strength”. In order to compete with international manufacturers and provide our overseas production bases with proper instruction, the skills of Japanese employees must first be higher than any other country. For this to be accomplished, the improvement and transfer of core technologies in specialized fields are essential. The development of skilled workers who possess world-class skills and knowledge in addition to high judgment standards form one of Toshiba‟s business strategy pillars. Moreover, it is our responsibility to develop skilled workers who possess world-standard skills and qualifications fitting to this global era. ――What do you expect of employees who have taken part in the National Skills Competition and what kind of places do they have to apply their experience? Murakami: It is my strong hope that employees who have participated in the competition will go on to become leaders in their workplace or instructors of the future generations as core people on the frontline of monozukuri. I want them to lead teams as the top runners in the workplace, possessing both great enthusiasm and strong will which have been cultivated at the National Skills Competition, and also to use their outstanding skills and knowledge to challenge in new areas. ――You participated in the National Skills Competition yourself, Mr. Murakami. What do you think about Toshiba joining the competition again? Murakami: Nowadays, the skill level demanded by the competition is much higher than in my days. We had a blank period for some time, but I reached out within the company pleading the importance of skill, and created a framework to train for the competition by securing instructors and so on.

Hidetoshi Murakami

Monozukuri Training Department, National

Skills Competition Group Leader

――So participating in the National Skills Competition greatly benefits not only the participants but also the overall workplace? Murakami: Placing a valuable worker in the Technical School for a long period in order to prepare them for the competition is quite a burden on the relevant workplace. However, employees who return to their respective department after the Competition have not only outstanding skills, but also excellent moral and motivation, and I often hear the feedback “I‟m glad we allowed them to participate in the National Skills Competition”. ――Could you please provide some words of encouragement to young individuals who will challenge the National Skills Competition in the future? Murakami: Skill is definitely something you must actually experience for yourself in order to acquire it. Take, for example, measuring accuracy. With the right training, humans are capable of judging accuracy as well as a measuring instrument, sometimes even better. Once they can do this, they will not only tell accuracy but also naturally distinguish between the “good” and “bad” of many things. It is not always easy going, but don‟t give up making efforts, so that one day you too will experience the joy of monozukuri that only peole who have mastered a skill can.

Figure - Young skilled workers training and the National Skills Competition

Normal curriculum Occupational training High-level skill development curriculum（National Skills

Competition） Foster “independence” “self-sustainability” autonomy” for character building Acquire high-level skills through training for the National Skills

Competition National Skills Competition training

National Skills Competition training (after graduating school) Taught everything they need to compete, from high-level skills to wide-ranging knowledge and elemental/application training. In addition to practicing real problems used in the past skills competitions, entrants undergo mental training, strengthen their physical condition, etc. * Training takes place at the school‟s workshop so that school trainees form an awareness of the National Skills Competition challenge and entrants in the National Skills Competition can gain motivation and pride by showing their efforts to become champions in front of the younger students.

Participate in National Skills Competition

Allocated to work

area

Jo

in T

osh

iba

Toshiba Technical School (1 year)

Selection of National Skills Competition entrants * Based on attitude and performance in school training, as well as their aspiration to compete in the competition, performance during the course of training, etc.

Training ・Introductory training ・Fundamental skills ・Specialized skills

Prefectural Skills Competition Trials Participation (all)

National Skills Competition

Training Report

【Mechanical Assembly】

Kazunori Imamura 【Turning】

Message from National Skills

Competition trainees Message from a

participant

development coach

During training, I do my best to always

consciously keep variation in my movements –

being fast when I need to be fast but taking my

time when I should. Last time I was overwhelmed

by the competition‟s atmosphere but this time I

want to do it with no regrets. I will do my best to

gain physical strength through constant training

so I can fight with males in equal terms. (Right,

Ayaka Nakamura: 2nd year participant)

A gold medalist of the National Skills Competition

visited the industrial high school I had been attending and that is when I first realized that Japanese people are gifted with monozukuri.

Making a product from raw material is interesting. When I come up against a barrier, I overcome it by first thinking for myself, then if I don‟t know the

answer, asking the teacher or senior students. (Left, Tomohide Saito: 1

st year participant)

I always make an effort to talk with the participants on a daily basis and motivate

them. Through repeated greetings and simple communication I choose the right teaching method to suit each individual‟s

attributes. I also value results, asking the question “Where did you get up to today?” and evaluate or point out issues with each

day‟s effort on the participant‟s behalf. The attitude of the participant to effectively incorporate my instructions

within themselves eventually leads to results at the competition.

Message from National Skills

Competition trainees

Message from a

participant

development

coach

Message from a

participant

development

coach

Message from National Skills

Competition trainees

Mineyuki Yamaga

【Construction Metal Work】

My father received an award at the National Skills Competition and I heard him tell that story since I was a child. Last year, I remember how happy I felt to be

able to compete in this competition I had yearned for. When I ran into difficult problems during training, I would write down all the possible solutions I could

think of then study them. I make an effort to not just receive an answer and do it, but try different ways until I am convinced. (Right, Nobuyuki Nishi: 2nd year

participant)

Every day is a challenge full of things I don‟t understand and new things. When I first joined the

school, I would ask my coach or senior students when I had doubts but as I will participate in the National Skills Competition, I got myself into a habit

of first of thinking “Why?” by myself. I would like to finish projects within the time limit while efficiently carrying out processes while thinking about the

correct steps (Left, Atsushi Inubashiri 1st year participant)

The key factor to improving an individual‟s ability is the motivation of that individual

themselves. Particularly in the case of the National Skills Competition, it is a place where individuals transform from

“students” to “participants” and it is essential that they have a positive, proactive attitude towards taking on

projects. Aged around 20, participants still have a flexible mind and there is no limit to the amount of new information, etc.,

they can absorb. To perform well at the projects they engage in, participants must have concentration skills, physical

strength and flexible minds. I want them to keep on doing their best with a “never-give-up” mentality.

(From left) Takumi Nakahira, Kazuo

Hayasaka

The sheet metal used in construction metal work and

welding projects is 2 to 9mm thick. In contrast, the sheet metal used in the workplace is generally over 20mm thick, sometimes even exceeding 200mm. But the point

is that if a person has the skill to properly make small things, they can make big things too. By thoroughly refining fundamental skills, a high degree of flexibility

can be applied in the workplace.

I decided to participate in training so that I could further develop. In order to assess the key points of training projects, one must consider the matter at

hand from various angles in a short timeframe, therefore thinking power is strengthened. I will do my absolute best to one day stand on the winner ‟s

podium without ever forgetting the significance of participating and the feeling of taking on a challenge. (Right, Yukiya Watanabe: 1st year participant)

I wanted to attempt the challenge of the National

Skills Competition so I could improve my skills. I face my weaknesses every day during training projects and do my best to conquer them. The senior students

teach me not only things related to skills but also the frame of mind necessary to be a participant in the competition. I want to participate without losing my

nerve and aim for the winner‟s podium. (Left, Natsumi Sakai: 1st year participant)

[National Skills Competition Participation Data

After recognizing that outstanding skill level and sense were essential to the monozukuri workplaces of Japan in recent years, Toshiba began participating in the National Skills

Competition again from the 48th round (2010), after a 23-year interval That year they received the fighting spirit award in the Machine Assembly category. In the 49th round the

following year they took home silver and a fighting spirit award in the Construction Metal Work category and a fighting spirit award in “Turning”. In the 50th round they again received a

fighting spirit in the Turning and Construction Metal Work categories. In total, 6 participants received awards in these 3 competitions.

Forming strong bonds through training while passing down skills

through the generations

Sanwa Dress Co., Ltd

Founded in 1966, Sanyo Dress is a premium clothing manufacturer currently operating 2 plants in Iwate prefecture. In the fiercely selective clothing industry, the premium black formal wear made by Sanyo Dress has earned a strong reputation, and the company has made a name for itself as one of the major suppliers for some of the top Japanese manufacturers. This achievement is a result of the uncompromising stance Sanyo Dress has consistently taken towards monozukuri since its founding and the high level of skill possessed by each and every one of its employees.

Becoming a manufacturing company chosen for high

skill

Employees with National Skills Competition

experience take on central roles in the workplace

With 180 employees working at their 2 plants in Morioka and Ninohe, Sanwa Dress has specialized in the production of premium black formal wear since 1973. “Familiarity with the characteristics of fabrics, technique to cut and sew, and high-level ironing skills are required to make beautiful black formal wear,” says Sanwa Dress‟s founder and president, Magozo Osawa. Taking a design on paper and adjusting the pattern so that clothes suit the round-shaped human body as well as performing delicate ironing while sewing is the process which, Osawa says, requires a particularly high level of skill. The black formal wear made by Sanwa Dress is a high-quality product priced at over 100,000 yen. Sanwa‟s brilliant skills enabling them to produce high quality clothes worthy of this price have earned the trust of top manufacturers and are the reason why they have continued to receive orders over so many years. Furthermore, in these days of shift to small lots, when no more than 100 garments are produced from one pattern, “companies need to have the skill to adapt to custom-made clothing in order to survive” (President Osawa). This is why Sanwa Dress decided to place emphasis on participation in the ladies and children dressmaking skills test (the task of fabricating custom-made clothes for ladies and children) in order to strengthen the related skills. Grade 2 of this skills test is held in the first semester and is also a preliminary contest for the National Skills Competition. This test evaluates not only the skill of using sewing machines, but also hand sewing. At Sanwa Dress, all 2nd year employees are required to sit this test and begin training from April in preparation for the test in June. Training covers everything required to make a complete garment, from cutting and sewing fabric to attaching buttons.

Sanwa first participated in the National Skills Competition in 1991, then after a blank interval, rejoined it in 2001. They have been entering their employees continuously for over a decade and receiving many awards, including gold. President Osawa explains he wanted his employees to take on the challenge of the competition because he thought they would improve their motivation and skill by working towards such a goal and develop concentration skills through participation. The Western-style Dressmaking trade project of the National Skills Competition is making a 3-dimensional silhouette jacket. It requires a higher level of skill than the skills test which involves making a simple blouse. Even still, employees speak of their National Skills Competition experience favorably, saying “It was really stimulating to compete with highly skilled people of the same generation”. Mirai Chiba, a Sanwa Dress employee who came 8th at the 40th WorldSkills (held in Calgary, Canada), is now utilizing her skills as leader of the sewing line on the production floor. There are many other employees who have been assigned roles with responsibilities demanding process management skills after participating in the Competition. It is also employees with such experience that take a central role in training. Winner of a fighting spirit award, Yuka Nakai reflects “We aren‟t able to discuss our private life at work so training for the skills competition was a good chance to talk about various things with my fellow colleagues and senior employees”. The National Skills Competition is an opportunity to pass down intricate skills from senior to junior employees and forge a bond between colleagues.

● Sanwa Dress’s Positioning of the National Skills Competition

History of participation

● President Osawa thought, with a sense of crisis, that they could not survive the change of business environment unless they responded to small batch production and competed not only on price but also by making clothes incorporating skills.

● For some time, Sanwa Dress had been improving the skills of their workers through participation in the ladies and children dressmaking skills test (the task of fabricating custom-made clothes for ladies and children) held in the second half of the year. However, the problem was ready-made clothes. This is why Sanwa Dress decided to place emphasis on participation in the ladies and children dressmaking skills test (the task of fabricating custom-made clothes for ladies and children) held in the first half of the year, which is also a preliminary contest for the National Skills Competition, in order to refine the custom-made clothing fabrication skills of employees and to respond to small batch production.

● The competition was not open to the public when Sanwa Dress first participated in 1991, but later it was opened to the public and President Osawa went to see the competition hosted by Saitama prefecture in 2000. Here he witnessed with his own eyes the real skill of participants from all over Japan and decided to resume participation, feeling that his company could also meet the challenge.

Significance of participation

●It is expected that Sanwa will increase motivation towards dressmaking by having employees participate in the National Skills Competition and acquire western dressmaking skills and knowledge. It is also expected that participants will acquire the ability to concentrate on their work.

● Employees who participate in the National Skills Competition and have gained skill, knowledge and experience, will go on to enter core roles supporting the company. In reality, many prior participants in the National Skills Competition are now in vital roles responsible for manufacturing process management as line leaders or deputy leaders.

● Through long-term ongoing participation in the National Skills Competition (Sanwa Dress has continuously participated for over 10 years), students come to hear of Sanwa Dress‟s reputation, which may lead to recruitment of strongly motivated new employees who have chosen to work at Sanwa Dress at their own initiative.

Utilization policy

● The main purpose of participation in the National Skills Competition is to increase the skill level of young employees. Employees learn all processes involved in making jackets through training for competition projects.

● All 2nd year employees, including those in the general affairs department, are required to sit the Grade 2 skills test for ladies and children dressmaking held in the first half of the year. As well as being an opportunity for all employees to acquire the skills of dressmaking, it also clarifies the motivation and suitability of each employee so that their future workplace allocation can be considered.

● Those 2nd year employees who perform well in the skills test are prioritized for participation in the National Skills Competition, but if there are no suitable candidates, other young company employees with the motivation to participate may take up the challenge several times.

● Training for skills competitions is held after work and on weekends.

● Employees who participate in the National Skills Competition or WorldSkills will receive an ongoing skills allowance.

［Company Overview］

Founded in Tokyo in 1966, Sanwa Dress later moved its head office to Iwate prefecture, where the company‟s founder and president, Mr. Osawa, originates from. Sanwa Dress now operates two plants in Morioka and Ninohe. Since 1973, the company has specialized in the production of black formal wear which demands a high level of skill. In the clothing industry, which is fiercely selective due to price competition, Sanwa Dress‟s high quality dressmaking has earned it a strong reputation, and the company has made a name for itself as one of the major suppliers for some of the top manufacturers. It currently has approximately 180 employees. It has been continuously entering its employees to the National Skills Competition since 2001.

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Sanwa Dress Co., Ltd

Our Human Resources Development and the National Skills

Competition

All employees acquire the skill of dressmaking

When new employees start working at Sanwa Dress, they attend a 3-night, 4 day training camp and are then assigned to either the general affairs department or manufacturing department. Manufacturing work is broadly divided into pattern-making, cutting fabric, sewing fabric and inspection. After one year of OJT, 2nd year employees take up the challenge of the ladies and children dressmaking skills test held in the first half of the year. In this test, employees are required to fabricate a custom-made blouse. They train after work and at home. The aim of requiring all employees to sit the test is to ensure that all of them canacquire the skill set necessary for fabricating custom-made clothes. According to President Osawa, “even employees in the general affairs department can possibly be transferred to manufacturing if they acquire the skills required on the shop floor at this stage.”

President Osawa says, “High-level skills are essential to fabrication of our company’s products. In addition, if employees learn the skill of dressmaking it will be their very own life-long asset”. The company also awards participants for their efforts in various ways such as providing an ongoing allowance after the National Skills Competition or WorldSkills is over and promotion to key roles in the workplace.

Magozo Osawa, CEO

Kaori Tamura, currently leader of the cutting line, analyzes her condition saying, “Since participating in a skills competition, I have been able to assess all dressmaking processes. I think that is what I use the most in the workplace.” Tamura says that by comprehending all processes, she is better able to appropriately judge the status of progress. It is also the employees with competition experience who play a central role in training. In principle, 3rd year employees become coaches. By teaching what they themselves were taught, they naturally take on the role of leaders. Some elements of a skill cannot be expressed verbally, and that is why the basis of instruction is to “give demonstration of the task and then make the trainees do it.” Akira Fujimura has competed 3 times to date and acquired silver, bronze and fighting spirit medals. From this year she became a trainer. She says “I am now in a position to teach what I was taught. I want the trainee under my instruction to produce good results”. And so it is that skills are passed down from one participant to the next.

Passing down skills from one participant to the next

Out of those motivated employees who perform well in the preliminaries, participants are selected to attend the National Skills Competition. Here participants must fabricate a jacket. Because of a 3-dimensional silhouette, all the stages from ironing to sewing require a higher level of skill than those required for fabrication of a blouse. Training is carried out after work. The schedule is grueling, with employees required to spend their weekends practicing for the 2 months leading up to the competition. Despite this, there are many highly motivated employees who volunteer to participate over and over.

Figure - National Skills Competition Training Cycle

1st year April June July August October

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* Participants fresh out of skills competitions serve as

coaches, and many other employees with competition

experience provide support as needed. The chief coach

reveals the participants‟ current problems and helps them to

practice.

Continue training with the aim of participating in the following year‟s skills competition

Essentially, 3rd

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National Skills Competition Training Report

Mika Kudo

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I really learn a lot from experiencing all the processes involved in dressmaking by completing the fabrication project of the National Skills Competition. I want to keep on doing my best to reach the same level of skill as my senior colleagues. At the last competition I received a fighting spirit award. This year is my third and final chance to compete. I have an impression that people who compete in the Western Dressmaking trade category of the competition are mainly from special training colleges but I am motivated not to be outshone as a person actually working in this field. Naturally, I will aim for gold.

Reiko Mizuno is the head instructor for skills competitions. “Employees gain confidence by participating in a skills competition. They also learn how to cooperate. Our company conducts training after work, but it is my belief that there is no point in attempting the challenge unless this is the case. Participants must try hard to finish their normal tasks on time by thinking of how they can do so quickly and properly. By doing this, they can secure time to practice. No doubt it is tough on them, but they should enhance their mental side as well as the skill. I tell the trainees that „If you are going to be in this, you should come to practice even if you aren‟t feeling well‟. Being tired is no justification to skip practice. In order to battle it out at the competition, you have to be strong-minded or you won‟t succeed.”

Former competition participants who are playing key roles in the workplace or serving as coaches. (From left), Akira Fujimura, Mirai Chiba, Kaori

Tamura, Yuka Nakai, Miho Shidare, Yoko Motoyama, and Kiyoko Abe

［National Skills Competition Participation Data］

］ First participation in the 29th round (1991). After an interval, resumed participation in the 39

th round (2001) and have entered 39 participants up until the 50

th

round (2012). Of these 39 participants, 1 gold medal, 4 silver medals, 4 bronze medals and 9 fighting spirit awards have been won, as well as 1 employee

qualifying for WorldSkills.

Survey on the training statuses of National Skills Competition champions

A look at the National Skills Competition through data Skills competitions such as the National Skills Competition and so on play an important role in the development of skilled workers by improving skills through training for the competition day and so on. Recently, we have received a lot of enquiries from companies which are relatively new to the National Skills Competition about the training status of the prize-winning companies. Moreover, the training status of entrants who produce outstanding results will provide extremely useful information to many companies in regards to their future training curriculums. As such, JAVADA conducted a survey of the companies whose representatives took gold in the 2012 National Skills Competition to find out the training statuses of National Skills Competition champions..

The results are given below.

* Please download the details of the report from JAVADA‟s website. HOME＞Monozukuri Foundation Strengthening＞ National Skills Competition＞Past Competition Results＞Survey on the Training Status of 50

th National Skills

Competition Champions

Did the entrant possess knowledge/skills relating to the trade they competed in when they joined your company/school?

In which year is the champion since joining your company/school?

●1st year

●2nd year

●3rd year

●4th year

●5th year

Possessed sufficient knowledge/skills (equivalent to Grade 2 Skill Test)

Possessed basic knowledge/skills

(equivalent to Grade 3 Skill Test)

Hardly possessed any knowledge/skills

Over half (56%) of respondents answered “Hardly possessed any knowledge/skills”,

followed by over 30% (38%) answering “Possessed basic knowledge/skills”. This result

indicates that most entrants acquired skills displayed in the National Skills Competition after

joining the relevant company/school.

It is interesting that 53% of champions were in their “2nd year” since joining their company/school. In other words, half of the participants obtained gold in either their first or second attempt at the competition. The next biggest response was “4th year”, (22%), and it

can be assumed that this is the result of ample training.

Did the champion undergo fundamental training relating to the relevant trade prior to participating in the National Skills Competition and, if so, when did this fundamental training start?

No

Yes

13 companies

1 company

We asked whether the champion had undergone fundamental training relating to the relevant trade prior to occupational training targeting the National Skills Competition. 53% of

respondents answered “Yes”, while 47% answered “No”, showing no significant difference between the two answers. This is assumed to be because “fundamental training is begun soon after joining the company” or “Competition Participants are selected soon after entering the company and continue on into targeted training”. More than 76% of respondents who answered “Yes” to the first question, answered “0 months” when asked how long prior to the competition the fundamental training was conducted.

24 mths 13 mths 10 mths

1 mths 0 mths

1

company

1

company

1

company

What type of training did the champion undergo in preparation for the National Skills Competition?

OJT only

Off-JT only

Both Off-JT and OJT

Focus on OJT

Focus on both

Focus on Off-JT

72% of respondents answered “Both Off-JT and OJT”, 22% answered “Off-JT only” and 6% answered “OJT only”. Looking at the breakdown of “Both Off-JT and OJT”, the majority of respondents (70%) answered “Focus on OJT”, with 17% answering “Focus on both”, followed by only a small portion (13%) answering “Focus on Off-JT”.

How many participants and participant candidates took part in training for the trade in which the champion participated? Also, how many coaches did the said participants have?

Participants or participant candidates

Coaches

(companies)

1

2

3

4

5

6

7

8

Most respondents answered that there were either “2” or “4” participants or participant candidates in one trade, 9 companies for the former and 8 companies for the latter. Following this, there were 5 companies who answered “1”. Averaged out, there are between 3 and 4 participants or participant candidates in training. In regards to coaches, most respondents answered between 1 and 3. Most companies (12) responded “3”, followed by 10 companies answering “1” and 7 companies answering “2”.

Time spent on training in preparation for the National Skills Competition

● Average duration from commencement of training until

competition

Approx. 10.6 months

● Average hours spent training

Approx. 1528.4 hours

● Average hours spent on theoretical training

Approx. 65.1 hours

Overview of survey Conducted on: November, 2012 Conducted by: Skill Promotion Department, Japan Vocational Ability Development Association Survey target: Companies, etc., to which the participants who were

champions in the 50th National Skills Competition belong

(40 trades) No. of respondents: 32 trades (Breakdown of responding trades) ・Electrical engineering – 4 out of 4 trades ・Information and communications – 3 out of 3 trades ・Mechanical – 8 out of 8 trades ・Metal – 5 out of 5 trades ・Building and construction– 6 out of 9 trades ・Service and fashion – 6 out of 11 trades

No. of people