Service Guide

• Services in International Markets
• Services in Japan

Services in International Markets

The Japan Productivity Center (JPC) has the following Services in International Markets – services that are available outside Japan. The JPC can provide consulting and training services that perfectly match the various globalization levels of the client institutions.

Past Services in Asia

The JPC has carried out the following sample consulting, training and seminar programs in Asian countries.

1.Management Consulting

Support of businesses planning to establish factories in Southeast Asia

Subject	Companies planning to set up factories in Southeast Asia
Summary	We will draft the corporate level strategic plans to set up factories in Southeast Asia and support the business plans of the local companies, such as basic policies on production and sales, etc. Actual operations will be examined and the realization of business plans will be supported. We can also help with the procedures to establish a local companies, conclusion of various contracts, and the establishment of risk management systems. If the investment is agreed upon, support for factory layout and planning workers’ activities can be provided.
Location	Headquarters in Japan and factory in Southeast Asia

Quick check of local factory

Subject	Mid-size manufacturing company (Vietnam, China)
Issues	Identification of critical issues and solving bottlenecks
Summary	An analysis of the current situation, identification of issues and a proposal of solutions will be conducted in a short period of time. Specifically, advice on improving bottlenecks, designing a new factory and facilitation during a start-up period, will be provided. Process Submission of necessary data ↓ Local consulting (1 to 2 days) ↓ Providing advice and training on how to improve the factory (0.5 to 1 day) Invitation to Quick checkup of local factory
Period	3 days at the local factory

Simultaneous productivity innovation in Japan and overseas locations

Subject	Manufacturing company with supply-chain in Japan and abroad
Issues	Improve the consolidated accounting performance of the Japanese parent company by optimizing the operation of the overseas company.
Program	Process Examine the Japanese company (documents, visit, hearing) ↓   Identify issues in Japan → Identify issues in overseas operation ↓   ↓ ↓   Examine overseas operation （local research, visit, hearing) ↓   ↓ Kaizen in Japan   Kaizen in overseas operation
Period	3 months for examination, 6 months for kaizen activities
Place	Manufacturing operations in Japan and abroad

Production Kaizen in overseas operation

Subject	Overseas manufacturing operation with over 100 employees
Issues	To build-in autonomous capability to perform Kaizen activities in the local factory
Summary	Perform Kaizen activities in all departments in the local factory and build-in the PDCA (Plan-Do-Check-Action) cycle. 2 to 3 days are spent every month to review Kaizen activities and provide guidance to achieve the result in 6 months.
Period	6 months

2.Human Resources Development

Expatriate training (master-class)

Subject	Expat staff
Objective	To acquire basic knowledge necessary to act as global managers in an inclusive and systematic way. Afterwards, the staff will be sent abroad on internships so that the knowledge acquired will be turned into a more practical and embedded part of their management behavior.
Summary	The course will cover advanced-level English, basics of international business, basics of problem solving, etc. Management strategy, marketing, production management, BOP marketing, supply-chain management, business model studies, etc., can be added as required.
Program (Example)	1. Pre-program preparation and identification of individual targets. (Include improvement of English skills, etc.) 2. Standard Off-JT program for global human resources development (problem-solving, negotiation, basics of multi-culture management, basics of international business, etc.) 3-① Elective Off-JT Program: Strategy course (global management, global leadership, etc.) 3-② Elective Off-JT Program: Practical course （multi-culture leadership, motivation and organization development, etc.) 4. Overseas internship
Period	About 6 months

Expatriate training (management way)

Subject	Expat staff
Objective	To learn the management philosophy of the company, the thinking of the president, etc. so that the participants can acquire company-specific ways of problem solving, human resource development, etc., on top of general theories.
Summary	Reconfirm the thinking of the president, the corporate management plan and vision. Learn about management, problem solving, financial analysis, etc., to perform current situation analysis of the company and work out how to solve underlying issues.
Program (Example)	1. Orientation: Message from the president 2. Lectures and exercise: Problem solving, logical thinking, financial analysis, marketing, etc. (Inclusive of general contents as well as company-specific contents) 3. Report of the result
Period	About 6 months

Expatriate training (action learning)

Subject	Expat staff
Objective	Perform a study of one’s own company in advance to increase the level of understanding. A group discussion will be carried out followed by a visit to local sites to confirm the hypothesis. The actual solutions to issues will be reported at the end of the program can lead to a direct improvement of company profit.
Summary	In the pre-program study of the company, the issues of the mid-term management strategy and international businesses are examined and the results will be presented to top management. In implementing the proposed solutions, the concept and methodology of solutions will be studied in parallel. A Site inspection will be performed during the overseas training so that the usefulness of the solution can be verified.
Program (Example)	1. Pre-program preparation and identification of individual targets. (Includes improvement of English skills, etc.) 2. Group-based identification of issues: Examination of mid-term management strategy, highlighting of critical issues. Presentation to top management and managers in charge. 3. Application of solutions: Monthly training sessions （lectures on problem solving, report and verification of progress） 4. Overseas internship and local research. 5. Report of the activity results and proposals for improvement.
Period	About 6 months

Multi-layered training with coaching

Subject	① Global middle-level class managers　　② Young global staff
Objective	Establish multi-layered training system to develop internal human resources capable of undertaking business abroad. To secure supply of human resources necessary to undertake overseas businesses.
Summary	In the first phase, acquisition of MBA-level knowledge (strategic management, financial analysis, etc.) will be targeted. In the second phase,the actual drafting of a business plan in a foreign market is required. Based on the plan, participants will collect information, conduct a market survey and adjust the plan. In the end, the final plan is presented and utilized by respective departments. Coaching is provided for every step of the program to support the learning and drafting of business plans.
Program (Example)	1. Acquisition of MBA-level knowledge To learn about strategic management, organization management, financial analysis, business planning, etc. through lectures. 2. Drafting of business plan Perform domestic research to improve understanding of participants’ own company. Brush up the business plan by conducting a survey in the target country. A management consultant will follow up at each step through coaching.
Period	About 6 months

Development of global leaders through action learning and private coaching

Subject	Expat staff who will be the head of foreign operations
Objective	Improve problem solving skills by formulating inter-departmental team and conducting identification and solving of management issues. The program will also change the behavior pattern of the participants and improve management knowledge and skills. The entire process will serve to identify human resources capable of performing global operations.
Summary	Action Learning and operation within inter-departmental team for 1 year. Identify critical issues preventing the realization of the mid-term management strategy (principle, vision, policies) and draft the action plan in 3 months. The plan will be presented to top management and if approved, the solution will be implemented in the next 6 to 12 months. Any knowledge or skill that is required in the process will be provided as a support program.
Program (Example)	1. Assessment of and targets for behavioral changes are decided (for each participant.) Multi-dimensional evaluation and coaching feedback. 2. Group-based formulation of issue(s): Evaluation of corporate vision and mid-term strategy, extraction of issues to achieve target, planning of solutions. 3. Present top management with the solution to issues: Evaluation of issues, selection of solutions to be implemented (winners) and solutions that should be modified (losers.) 4. The winners group will implement the solution. The losers group will engage in adjustments.
Period	3 months for issue extraction workshop. 9 months for implementation (establishing issues, implementation, post-implementation evaluation.)

Executive coaching

Subject	Managers who will perform decision making and decide on direction of foreign operations
Objective	To support the change process of global staff to enable management of people in other countries or companies who have entirely different work practices and beliefs.
Summary	Every 2 weeks or so, a the coaching session through a teleconference via the Internet will be provided. Participants will be asked to perform self-analysis of decision making and value setting and receive advice to change in such a way to improve effectiveness in respective countries.
Program (Example)	Assessment Decide on how to change oneself and business issues. Crystallization of issues while performing management tasks. Adjustment of issues and confirmation of the effect. Explore effective methodologies while performing management tasks. Confirmation of behavioral changes and effect on business. Examine reconstructed framework of consciousness and behavior.
Period	6 months. (Based on coaching sessions twice a month)

Global internship program

Subject	Expat staff
Issues	To participate in an actual internship program in companies abroad to become globally-oriented staff and to become capable of achieving outstanding performances when taking up international assignments.
Summary	Pre-program preparation to improve English and assessment test will be conducted. Later, a pre-internship program will prepare the participants by improving their problem solving and negotiation capabilities, and by teaching them about overseas business theories. The participants will then be sent on an internship program in appropriate foreign companies for 3 or 6 months. Post-internship evaluation will also be conducted.
Program (Example)	1. Pre-program learning: Attitude test for globally-oriented human resources, decision making on issues to be tackled during internship, English business writing, etc. 2. Pre-internship training: Global negotiation, adjustment to multi-cultural/global environment, international marketing, overseas business practices, international personnel management, global leadership, multi-cultural leadership, business development skills, etc. 3. Internship 4. Post-internship workshop: Sharing the results, analysis of experiences, etc.
Period	3/6 months

Cultural Detective (understanding cultural differences. In Japanese.)

Subject	Business who will have business-related encounters with people of different cultures.
Objective	Improve capability to assess different behavior of people in different countries and also identify underlying value set that defines the behavior. This understanding will lead to improvement of work productivity in work and reduce frustration and time loss associated with mis-communication.
Summary	Methodology of Cultural Detective will be employed. Learn multi-cultural skills regarding target culture, cultural literacy, and cultural bridging by using country-specific textbooks as well as common textbooks to increase the effectiveness in certain predetermined countries.
Program (Example)	Stereotyping of cultural understanding Value lens 3 basic skills to cope with different cultures Exercises involving actual case studies Producing self-check points for coping with different cultures
Period	4 hours

Advanced-level manufacturing and Kaizen in local companies　（to be implemented in local companies）

Subject	Local managers and local staff engaged in the running of overseas operations
Objective	Training in Kaizen will be conducted by explaining the 3 factors of people, facility and material. Based on the topics that were set in the program, actual Kaizen activities are implemented in the workplace to embed the practice and concept in the workplace.
Summary	Every month, a 2-day workshop will be undertaken. For each session, lectures, practical activities, support for Kaizen activities and wrap-up session will be provided. Lectures: To provide basic knowledge in classroom setting. Practical training: What was learnt will be applied in each workplace. Later, all participants will visit the workplaces where Kaizen was applied to observe as many cases as possible in a short time. Support of Kaizen activities: The expert will give instructions so that the PDCA cycle will start in the workplaces. Wrap-up: Summarize the result of the session and provide “homework” for the next session.
Program (Example)	1. Understanding 5S and apply them. Set up target of Kaizen target. 2. Understanding ＩＥ and apply it. Clarifying the target output. 3. Understanding and applying CTPM. Establish backup plan. 4. Understanding and applying MFCA. Establish backup plan. 5. Understanding and applying process analysis. Establish backup plan. 6. Understanding and applying management by objective. Wrap-up session and reporting the results.
Period	6 months

Sending Kaizen experts abroad

Summary	The JPC sends Japanese experts to countries requesting cooperation, and provides technical guidance in production control , management renovation , and productivity improvement. As of today , our experts have been to many countries such as Malaysia , Mongolia , South Africa , Kenya , Tunisia and Taiwan. Invitation to KAIZEN

Strengthening global operations (in Japan and overseas)

Subject	Supply Chain Management staff in Japan, manager to be sent to overseas factory, operation manager of overseas facilities
Objective	Pre-dispatch program in Japan, local program in the local company and implementation of Kaizen activities in the overseas factory will be run in an integrated way. The experience will lead to sharing of the issues and targets between operators in Japan and overseas, and the skill level on both sides will improve.
Summary	3-month pre-dispatch program: For leaders to be sent to local operations. To learn how to promote Kaizen locally and the process of problem solving. 5-month local program: For local leaders in overseas operations. Embedding of basic actions of 5S, waste elimination, importance of basic actions and points to achieve Kaizen.
Program (Example)	3-month pre-dispatch program　 　First month: Kick-off, 2 days of lectures and exercises on leadership, 5S, basic methods to improve productivity, problem solving, Kaizen implementation plan. 　Second and third month: Action Learning (Spontaneous action based on the Kaizen plan and follow-up by superior. Guidance on the floor by consultants (2 days every month.) Verification of Kaizen’s progress, methodologies to measure workplaces, review of actual Kaizen. 　Third month: Summary of the result (1 day) Standardization of skills. 5-month local implementation program 　First month: 3-day workshop for 5S and visualization, case study, drafting of implementation plan 　Second to fourth month: Support of guidance on the floor (2 days/month,) confirmation of progress, follow-up training, waste elimination, digitization, points regarding issues, how to summarize, etc. 　Fifth month: Wrap-up reporting session (1 day)
Period	8 months

Practical training of production leaders in local companies

Subject	Local managers of overseas operations
Objective	Develop global leaders from managers of local operations and supply-chain
Summary	To learn MBA-level knowledge about operation management, perform Action Learning about problem solving as a leader, and learn unique behavioral patterns of the company through monthly 2-day workshops. Participants are required to perform problem solving of an issue provided by an instructor in advance, so that the Action Learning process will automatically lead to actual operation improvement.
Program (Example)	Pre-program diagnosis: 1 to 2 months. (Performance check, attitude survey, hearing.) ↓ Action Learning: Monthly 2-day workshops (Lectures, group work, evaluation and feedback) x 10 months Sample topics: ① QC story, ② Problem solving techniques, ③ 5S and visualization, ④ Quality management, ⑤ Motion Kaizen, ⑥ Work Kaizen, ⑦ Process management, ⑧ Work-in-progress, inventory reduction, ⑨ Work-flow Kaizen ↓ Final debriefing session
Period	12 months

Practical MBA classes in local companies

Subject	Local managers of overseas operations
Objective	Develop global leaders from managers of local operations
Summary	To acquire MBA-level knowledge about operation management, Action Learning about problem solving as a leader, and unique behavioral pattern of the company through monthly 2-day workshops. Participants are required to perform problem solving of an issue provided by an instructor in advance, so that the Action Learning process will automatically lead to actual operation improvement.
Period	Pre-program diagnosis: 1 to 2 months. (Performance check, attitude survey, hearing.) ↓ Action Learning: Monthly 2-day workshops (Lectures, group work, evaluation and feedback) x 10 months Sample topics: ① Management, ② Strategy, ③ Finance, ④ Marketing, ⑤ Production management, ⑥ Purchasing management, ⑦ Problem solving, ⑧ Communication, ⑨ Human resource development, ⑩ Personnel system ↓ Final debriefing session
Period	12 months

Training for local company executives

Subject	Large- to medium-sized companies
Objective	Localization of management
Summary	To implement training for local company executives with the same contents and methodology as the training given to executives in Japan, so that standardization of knowledge and skills can be achieved between operations in Japan and abroad. Global pool of potential leaders can also be developed. Participants are required to perform problem solving of an issue provided by an instructor in advance, so that the Action Learning process will automatically lead to actual operation improvement.
Period	12 months

3.Checking Tools

Global （Japan + local company) performance, management, human resource check

Subject	Overseas operations
Objective	Check the situation of performance, management, human resources of local operations to identify human resource development(HRD) needs and actions to be taken.
Summary	Collect information about global policies and directives, human resource situation in the headquarters and then visit local operations to conduct research. Site visits and hearings are performed locally to identify opportunities that could be exploited by improving the linkage between the HQ and local operations in HRD areas, etc. and reflect the findings in future training programs. The results of the above procedures will be reflected in workshops to be held both in Japan and the local country so that promotion of awareness and global standardization can take place.
Program (Example)	Check in Japan: 1 to 3 months （analysis of plans, performance, gaps, human resource development systems, hearings with managers） ↓ Check of local company: 1 to 3 months （analysis of plans, performance, hearing on local market and to local managers, attitude survey） ↓ Report of the result: 1 day x 2. Workshops in Japan and in local country. (Management training can be added as necessary.)
Period	2 to 6 months

Global human resource management level check (with METI survey data)

Subject	Japanese companies
Summary	To measure the extent of globalization of the client company’s human resource management by utilizing the assessment indexes and statistical data of the METI (Ministry of Economy, Trade and Industry of Japan) survey on globalization of HRD.
Program (Example)	1. Input data into questionnaire of globalization of HRD. 2. Hearing with relevant staff of the client company. 　 Topics of the hearing: Outline of current HRD system Mid- to long-term management policies and goals and requirements of HRD. Verification and questions regarding some of the answers to the questionnaire. 3. To provide charts that compare the client company’s situation with other sample companies of the survey and proposals reports on HRD system and implementation approximately 2 weeks after completion of above hearing.
Period	1 to 2 months

APICS CPIM/CSCP certification examination and training

Subject	Staff who are associated with SCM (supply-chain management) in any domestic/international operations
Objective	Introduction of global standard into SCM
Summary	APICS is the world’s largest research and SCM promotion body of SCM that administers the certification test for SCM professionals all over the world. There are over 100,000 professionals that have APICS SCM certifications of CPIM (basic level certification) and CSCP (advanced level certification.) CPIM certification is to certify the knowledge level of global SCM and is composed of 5 subject areas. CSCP is the advanced level certification for managers.
Program (Example)	Basics of SCM ・Introduction ・Demand management/Master plan ・Capacity management/Production management ・Total inventory management/Item-based inventory management ・Purchasing/Logistics ・Lean/JIT, quality system ・Theory of Constraints/Review
Period	Schedule of the tests (4 periods per year) March-May, June-July, August-September, November-December （Global standard based on CBT method）
	http://www.apics.org/　　http://apics.jp/

ES survey for English & Vietnamese workers

Summary	Web-based attitude survey in Vietnamese. Basic questions are composed of 63 items in 13 areas. Periodical implementation can be considered. An expert consultant can perform analysis to clarify the issues to be solved.
Basic questions	Company-related issues 　①Undestanding Corporate 　②Working hours, Leaves 　③Evaluation, Promotion 　④Wages 　⑤Job Assignment, Allocation 　⑥Supervision 　⑦Relation with Colleages 　⑧Relation with Other Department 　⑨Physicla Work Environment 　⑩Motivation, Job Enrichment 　⑪Work Load 　⑫Relation with Customers 　⑬Career Development