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e-Magazine (For the Japanese version of this article)

Experience of the 9th CLMV Leadership program in Japan (Through memory of one participant) | KHIN THET MAW SECRETARY GENERAL MYANMAR YOUNG ENTREPRENEURS ASSOCIATION Union of Myanmar Federation of Chambers of Commerce and Industry Executive Director-Ace Dragon Group of Companies, Social Vision Services [Date of Issue: 30/November/2015 No.0249-0997]

Date of Issue: 29/January/2016

Experience of the 9th CLMV Leadership program in Japan
(Through memory of one participant)

Union of Myanmar Federation of Chambers of Commerce and Industry
Executive Director—Ace Dragon Group of Companies, Social Vision Services

The 9th CLMV Leadership Program is organized by Institute for International Studies and Training ( IIST ) on October 5-9, 2015 at Tokyo and Osaka. The Program's main objective is to provide and exchange the Human Resources Culture of Japanese organizations and our CLMV countries ( Cambodia, Lao, Myanmar and Vietnam ). And also HR policies of Japan education systems and important role of vocational training system. There are 3 participants from each country. I am one of the candidates from Myanmar representing Myanmar Young Entrepreneurs Association ( MYEA ) under Union of Myanmar Federation of Chambers of Commerce and Industry ( UMFCCI ). I am here on behalf of private sectors and there are another two delegates from government sector. I want to share my experiences, learning, benefit and reflected own opinion from this program.

At first day, we learned that there is a lot of Japanese organization for HRD services providing to the business organization. There was presentation by Japan Management Association ( JMA ), how they provide HR services to Japanese organization and also they want to extend their services to our CLMV to match with Japan's HR culture when those business organization extend to our CLMV. They presented about their history and experiences. We learnt from that their company founded in 1942 with three principles such as 1. Japan-oriented strategy toward efficiency, 2. Execution than vacuous theory and 3. Priority basis than all-round policy. JMA achieved their objective in 1944 at the early stage of their company. Their approach is very unique and has produced a revolutionary production method and process management system, which dramatically cut the tanker building work period from eight months to just three months. In near future they targeted the activities of the JMA Group extend far beyond Japan. As a group dedicated to promoting management innovation, the JMA Group is steaming ahead at full-speed, contributing to significant advancement of people, organization and information, toward harmonious and sustainable society.

And also Mr. Yoshihiro Araki explained his experienced in Vocational Education Training Center among Mekong region and the important of VET for the SME. We got good discussion with him and learned a lot about VET from him. He had a lot of experiences with our CLMV countries and still running the VET center at Myanmar joint with one private company. I wished to have more VET center in rural area of Myanmar which can create more job opportunities for young generation.

After that we had welcome dinner hosted by IIST and we met the top management from there.

Second day, We had courtesy call to Mr. Toshiyuki Sakamoto, Deputy DG for Trade Policy, Ministry of Economy, Trade and Industry. Then we had meeting with the Human Resource Policy office, METI for Japan's human resource development policy. They had a briefing on their support for SME and business sectors to promote business development. I really appreciated that METI always looking for the supportive way to develop economy and cooperate with business organizations to achieve country's economic development.

And then, we had a presentation and discussion with The Oversea Human Resources and Industry Development Association ( HIDA ) about their existing and future programs. HIDA was born in 2012 by merging of AOTS and JODC with the objective to contribute to the mutual economic development and friendly relations between Japan and overseas countries through implementing projects aimed at promoting the internationalization of industries and trade, as well as encouraging investment activities and international economic cooperation. According to those objectives they can performed over two hundreds thousands training in both domestic and overseas. HIDA is running with two offices and two training centers in locally and 4 offices in overseas. HIDA planned to extend their training programs for CLMV countries to reach Japanese business organization's standard needs.

After that we visited to Nippon Yusen Kabushiki Kaisha ( NYK Line ) which is Global logistics service provider based on international air and ocean freight forwarding business. We learned how the corporation managed their human resources and motivation for the staffs. The company was established in 1885 and they are running with around 1600 employees now a day. Their management board is not only with Japanese, they have international expertise. They extended their business gradually from marine transportation business to cruises, terminal and harbor transport, shipping-related services, real estate and etc. They have very strong and systematic HRD team and policies to empower the staffs.

Third Day, we firstly visited to FUJI IMPULSE Co., Ltd. We discussed the medium size factory's operation system and cost effective production system. FUJI IMPULSE was founded in 1956 and now running as third generation with 100 employees. They have two factories in Japan and two factories in overseas which are running with foreign labors. They gave well train not only technical but also Japanese management culture. They are running factories based on machine oriented and more use of manpower on research and development. Then, we visited around the factory as visual learning.

We visited to the Kansai Bereau of Economy, Trade and Industry ( METI-KANSAI ). We learned the how they support to SME in Kansai to promote their local business development. And also the METI-KANSAI's guidance for local business extension and create the network for SME.

In the afternoon after lunch, we visited to Nankai Kinzoku Co., Ltd which is for processing, designing and development of sheet metal for agricultural machines. They are running for KUBOTA machines' spare parts for long time. I noticed that the management style is very free and worked oriented factory. The owner deal with the staffs is very open and flexible, This is one of the factor to motivate the workers and make them feel free. That thing also make more productive. They have on-job trainee from Vietnam and they trained like that since they opened the factory in Vietnam since 2013. We learned that the business have good relationship with big companies and can guarantee the job secured for the staffs.

At the last day, we visited to Daikin Industries Ltd which is for Global Air Conditioning and Refrigeration Business. This is very strong foundation corporation and founded in 1924. They are gradually growth the company by empowering the people. Their motto is " cumulative growth of all group members serves as the foundation for the group's development". They really drive for People-centered Management. Human resources are the driving force that propels a company's growth and contribution to the advancement of society. We learned the high technology of the products and also the well management at show room. We felt the well trained staff and harmony of middle manager level.

After that, we visited to KUBOTA Corporation which is for global farm & industrial machinery manufacture such as tractors. This is also one of the global enterprises around the world with well management system.

We had a good time at our farewell dinner with METI- Kansai and certification ceremony. We can share a lot of information freely and friendly not only with Japanese but also with our CLMV countries.

As conclusion, I am really impressed with Public, Private Partnership cooperation Japan. Most of the small and medium business organizations are family generation business and they managed their staffs like family management. And also with high technology, they tried to reduce man power to reduce the production cost. I worried that will create increased of unemployment rate and high competencies to get even the normal labor work. On the other hand, the big enterprises and corporations are running very systematic way in operation level and also have motivation scheme for empowerment program.

Finally, I want to say, thank you so much Institute for International Studies and Training ( IIST ) and METI giving chance us to learn not only for the human resource development program, but also Japanese culture and delicious menu. I learned that the very valuable facts are Japanese's people discipline, ethic and attitude. We need these all important things to get business ecosystem and also the social environment.


(original article : English)
(For the Japanese version of this article)

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