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Encouraging Employees to Think Independently and Adapt to Achieve High Goals

Basic Philosophy on Human Resource
Tap into, develop, and fully use the competencies of each employee.

Zeon’s concept of “being the employee you want to be” refers to “being an employee who thoroughly thinks by themselves and continually improves themselves to achieve high goals.” Employees at Zeon are encouraged to imagine what they want to be, while Zeon tailors its education and training practices to help remove the gap between their current selves and visualized selves in order to move forward toward that vision. By fairly evaluating what employees have accomplished and rewarding them accordingly, we aim to have them set even higher goals. With every employee continuing to improve and make progress where they can, we can create an even more vital workforce across the company.

Resource Development Flow

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Education and Training Structure

  • Training for deputy line managers Training for deputy line managers

Education and training at Zeon is broadly divided into core education, which is targeted at all employees and focuses primarily on raising awareness of Zeon’s business philosophies, building a cooperative spirit, and acquiring common knowledge; specialized education for specific jobs; and on-the-job training conducted in the workplace.

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Zeon’s Ippeki Facility (training site)

  • Zeon’s Ippeki Facility Zeon’s Ippeki Facility

We have been making good use of the Izu Ippeki Facility, Zeon’s training site, since it was established in 1981 to enable employees to focus on education and training and raise their qualifications and skills. Employees gather here from operational sites across Japan not only for the sake of training and development, but to form personal relationships in the course of living together under one roof with lecturers and other trainees.

Occupational Education – Manufacturing Duties (Production Operators)

  • Training using simulated plant equipment Training using simulated plant equipment

Zeon established the Monozukuri (Product Manufacturing) Training Center in 2009 as an educational facility for all manufacturing workers. Its goal is to develop human resources to support production innovation using a rigorous approach for achieving safe, reliable production. To cultivate operators who understand and observe rules and make improvements on their own, the facility has a simulated plant where trainees practice basic operations in addition to acquiring essential knowledge.

New employees take our primary training program for their first three years, during which time they live in the company dormitory and make friends and build solidarity with their coworkers while leading regular lives. The curriculum at the Monozukuri Training Center consists of both a basic program, composed of classroom lectures and acquisition tests, and a training program at our simulated plant. Training at the simulated plant teaches each trainee how to operate, monitor, and stop machinery. The training sessions are repeated until trainees become well acquainted with basic actions (identifying and pointing out items to be checked, reporting, maintaining open communication, consulting management, and assessing risks) and basic operations (such as work safety procedures common to all worksites). Trainees also have opportunities to learn why certain procedures exist. Acquisition tests are conducted on the day after each classroom lecture, requiring trainees to review what they learned on the previous day. In addition, one trainee is selected to help administer the curriculum in a leadership position. The effectiveness of our training system can be seen in the way it accomplishes several objectives at the same time, including skills acquisition, independent thinking, and stronger leadership and cooperativeness. Various methods are used to ensure that trainees take their training seriously, such as issuing yellow cards to trainees who do not adhere to company rules.

In addition, we have introduced a fostering system that is made available to each trainer (Foster) involved in the training of individual new recruits, who are separate from new recruit instructors, for the purpose of ‘routine manufacturing training’ at each workplace and site. Although individual manufacturing operators, of course, also work at their own personal development, we are creating systems for fostering personnel by our workplace employees, such as our senior staff and supervisors. Accordingly, the Fosters also aim to develop themselves through guiding junior employees.

Manufacturing division fostering system schematic diagram and role definitions

  • Manufacturing division fostering system schematic diagram and role definitions

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