NGK considers people to be its most critical resource, and we devote our energies to developing the next generation of employees, while respecting their desire to improve and their motivation.
From fiscal 2011, our education systems will be revised to make them more intuitive by further dividing and reconfiguring positionbased training, one of our three fundamental education systems, into career education (education for new hires and promoted employees) and management education.
Career education will form the basis of the overall system and serve to fortify and strengthen our corporate culture. The content of training is tailored to diff erent career milestones and includes instruction in company policy and key issues facing management, the fostering of an understanding of the responsibility of each relevant position, and a grounding in the fundamentals that each employee of the company must be familiar with.
Built upon this career education platform will be our three education systems: manufacturing training, global personnel development, and management education. The aim of the first, manufacturing training, is to strengthen on-site capabilities and ensure the transition of technology and skills to the next generation of NGK engineers. The second system, global education, is geared towards the nurturing of personnel associated with overseas operations. The objective of the third system, management education, is to develop management ability and leadership skills in managers.
Toba General Training Center (Toba City, Mie Prefecture, Japan)
Manufacturing Training Fundamentals
Class (September 2010)
promoted an education program for strengthening on-site capabilities (the ability to act independently in identifying problems and developing appropriate solutions and improvements) aimed at leaders on the front line of our on-site operations. We have used this program to educate staff on improvements such as decreasing inefficiencies in on-site operations.
The past decade has seen major changes in the composition of our workforce. Large numbers of older, experienced employees have reached retirement age to be replaced by new hires and manufacturing contract employees. A direct consequence of this change has been an increase in the proportion of employees with little or no experience at NGK. As a result, our on-site leaders, in addition to spearheading improvement initiatives, are also relied upon to provide guidance and development support to the younger employees.
From fiscal 2011, we will implement training for worksite leaders, the central component of our on-site
