Human Resources Development

Basic stance

The Toyota Boshoku group is aiming to realize the status in which diverse human resources are drawn by the appeal of our group, with company members working vibrantly in all regions worldwide. We promote efforts to create a workplace in which all members in the group feel that they are part of “One Team” and can work with pride and dreams, and enjoy their job. The Toyota Boshoku group aims to grow toward our goal of enhancing corporate value together with all company members.

Global HR strategy

For the Toyota Boshoku group, an organization with many locations worldwide, a human resources (HR) strategy aimed at securing, assigning and fostering talents who can realize our growth strategy is a critical management challenge. We aim to recruit human resources with administrative and technical skills, specialized skills and advanced expertise; assign them to appropriate positions; and make sure they are compatible with our growth strategy in accordance with our “global medium-term HR plan” that looks ahead to fiscal 2026. This policy supports the development of business.
Our Global HR Platform seeks to harmonize competencies and job sizes of supervisory and management members and make the most of the merits of each. Through this platform, we can realize the optimal global allocation of human resources and promote their development in order to maximize global organizational capabilities.

Application of Global HR Platform

Figure:Application of Global HR Platform

Global HR Platform

From fiscal 2021, we switched to a hybrid system that compensates company members based on their competencies and job sizes. Positions with a high level of responsibility receive higher compensation regardless of competency grade, making it easier to appoint the right people to the right positions, including the rapid promotion of younger talents. This has enhanced our organizational capability to respond to new management challenges.

Number of management positions globally

Fiscal year* 2018 2019 2020 2021
No. of users under the Global HR Platform 1,301 1,353 1,377 1,381

  • Totals are stated as of April 1 of the following fiscal year

Proper manpower control, organization building, and human resources development

“We will nurture every individual in the Toyota Boshoku group, make maximum use of their competencies, and achieve the optimum results as an organization by having an appropriate organizational structure and span of control.” We have been developing the systems to achieve these goals up until fiscal 2021. In particular, in the area of building an appropriate organization, we employed our management span of control guidelines and organizational templates to standardize and streamline the organization as part of our organizational reviews in fiscal 2021 and 2022, including affiliates from countries other than Japan and domestic affiliates.
In fiscal 2022, we will continue to implement human resources development and allocation, systems for building an appropriate organizational structure, and manpower planning that we have developed to date, while focusing on the following two points, especially in regard to human resources development.
First, to establish a process for ensuring that the skills necessary for business execution are properly developed by enhancing and strengthening the links between the division of duties, skill maps, and development plans at an individual level.
Second, to ensure that the department managers and direct supervisors think through the development plan and how it is implemented, assign challenging tasks, and develop talents together with senior company members in the workplace.
Through these efforts, we will foster a culture of on-the-job training where each member can grow and maximize their competencies.
Furthermore, going forward we will promote diversity through the cross-regional appointment of executive candidates based on discussions at the GSCT*1 and the development of these talents in global executive training programs (GEDP*2 and GLDP*3).

  • Global Succession Committee by Top Executives: Executive management successor development committee comprising members at the CXO level and above
  • Global Executive Development Program: Selective training for mid-level executives
  • Global Leader Development Program: Selective training for key talents and young executives

Specialized Skills related education

The Technical Skills Training Center supports improvement of workplace capabilities and autonomy by providing knowledge-based education and practical training in order to develop members who can achieve a high level of safety, quality, delivery, and cost performance.
In fiscal 2021, we continued to implement ongoing education and training, but due to the coronavirus pandemic, certain knowledge training was held online in a “new normal” format. Although we were forced to cancel the annual Skills Competition, in fiscal 2021 we held a New Year version of the “Koma Taisen,” a competition to make spintops known as “koma,” in response to popular demand within the company.
We also offer classroom training on Safety, Quality, Toyota Production System (TPS), and TPM*1 as part of Technical Skills Acquisition training, and Safety Sensation Dojo (simulated accident dojo) training for hearing-impaired workers with sign language interpretation. In fiscal 2021, we identified those training programs that need to be conducted in person and those that can be conducted online, and arranged sessions accordingly. We will expand the educational opportunities we provide with a view to global expansion, in conjunction with the shift online.

  • Total Productive Maintenance: Productive maintenance in which everyone participates
Figure:Specialized Skills related education

Total number of people qualified with National Trade Skill Testing & Certification

Graph:Total number of people qualified with National Trade Skill Testing & Certification

Establishing Excellent Manufacturing Skills

Karakuri

Karakuri refers to the manufacturing of a device employing simple mechanisms to solve problems and issues at the work site, created with wisdom and ingenuity while using as little artificial energy as possible. At Toyota Boshoku, we have implemented Karakuri training to instill a culture of Karakuri improvement. In fiscal 2021, the company exhibited five items at the Karakuri KAIZEN® Exhibition held online, in which the Manufacturing Division of the Toyohashi Plant won silver prize. This was the eighth consecutive year that we have won a prize at this event.
In addition, in fiscal 2021 we launched the Karakuri Training Program. The Manufacturing Skills Development Division provides training on Karakuri improvement through Genchi-Genbutsu to support the realization of workplace improvements. Trainees are accepted from each plant to study Karakuri for one year, and then return to their own workplaces to develop “evangelists” of Karakuri improvement who can use Karakuri to make improvements, give advice, and lead their workplaces. In fiscal 2021, three students completed their study and are already active in the workplace as evangelists, while in fiscal 2022, five students are receiving training.
The use of Karakuri reduces the energy consumption of equipment, contributing significantly to reducing our environmental impact as we work to achieve carbon neutrality.

Photo:A student from the Toyohashi plant learning about Karakuri
A student from the Toyohashi plant learning about Karakuri

Technical skills workshops at each plant

We are creating a workplace culture where people can both teach and be taught, and where the skills of our supervisors and senior personnel are passed on to future generations.
In fiscal 2021, we were unable to hold the annual All Toyota Boshoku Skills Competition due to the coronavirus pandemic, but workshops were conducted at each plant to ensure that opportunities to improve skills were not lost. Each plant determined its own schedule and category, referring to the category of task in the canceled Skills Competition, with workshops being held on a plant-by-plant basis.

Photo:Technical skills workshop held at the Toyohashi Plant
Technical skills workshop held at the Toyohashi Plant

New Year Koma Taisen

The Koma Taisen, which has been held as a category in the Skills Competition event since 2019, was held remotely in fiscal 2021 as the “New Year Koma Taisen.” A Koma Taisen is a competition in which the participants use their own creativity and ingenuity to design and fabricate their own “koma” spintops, competing on rotation time and durability.

< Aims of the event >

  1. Tactics for winning through independent thinking, self-improvement, and a design that incorporates creativity and ingenuity
  2. Skills to cut, process and fabricate materials with high precision
  3. Honing the mental toughness and ability to focus on a single throw and make the throw in line with the chosen tactics

Developing strong managers and supervisors

In addition to promoting the global rollout of training for managers and supervisors, we are also promoting the development of an environment in which basic skills training and maintenance education that reflect the changing manufacturing workplace can be provided at each regional site.

Strengthening Maintenance Skills

The Toyota Boshoku group is striving to improve maintenance skills through short courses for specialized skills such as mechanical systems, electrical systems and mold and die maintenance. We are also working to develop maintenance training in accordance with needs. The creation of a Maintenance Dojo in the United States in fiscal 2019 has led to steady improvement of our maintenance capabilities in that country. We will continue to strengthen our maintenance capabilities on a global scale.

Developing Members Who Always Work Safely

In the Safety Sensation Dojo (simulated accident dojo), we have recently introduced equipment simulating work in high places as part of an initiative to implement lessons learned from actual accidents and prevent future incidents in fiscal 2019. We continue efforts to prevent accidents by enhancing members’ sensitivity toward risks in order to achieve zero industrial accidents. Since the course began in fiscal 2013, it has been taken by over 10,000 workers from affiliated companies, including from regions outside Japan and outside contractors.

Toyota Boshoku Technical Skills Academy

We are promoting the development of a core of young skilled human resources who can work globally with a good balance of mind, body, skills and knowledge. Every year, we nurture company members who can thrive in the workplace through various experiences such as training in Canada and exchange programs with other academies. As well as within Japan, younger company members from regional entities outside Japan are learning, and in this way, we are developing human resources for the whole of Toyota Boshoku.

Consecutive wins at the National Skills Competition

In November 2020, eight members of the Toyota Boshoku Technical Skills Academy participated in the 58th National Skills Competition held at Aichi Sky Expo in Aichi Prefecture, three of whom won prizes in the mechatronics and Mechanical Engineering Design-CAD categories. We have won prizes for five consecutive years since 2016, including at the WorldSkills Competition .

Photo:Mechatronics category
Mechatronics category
Photo:Mechanical Engineering Design-CAD category
Mechanical Engineering Design-CAD category

Graduates association “Kibo-no-kai”

In 2014, five years after the establishment of the Toyota Boshoku Technical Skills Academy, we established the graduate association “Kibo-no-kai” to help graduates develop ties with both older and younger graduates of the Academy as well as ties with classmates from the same generation, and for their mutual support. This has made it easier for the leaders of each workplace to collaborate and to make even greater contributions to the company. Kibo-no-kai also provides support for the self-development of members and for the Academy’s club activities.