The KOMATSU Way and Human Resource Development

Developing global human resources is one of Komatsu's continuing challenges.

While constantly working towards making the “KOMATSU Way” a commonality in all our companies world-wide, we are also continually developing our training system to help our employees become experts in each division.

Human Resource Development and Training Structure

Komatsu strives for sustainable growth of both the company and employees through human resource development. Our policy is that "each employee should set high goals and be self-reliant and self-motivated in acquiring knowledge and skills" and that "the company should support employee career development through the implementation of necessary education for both the company and employees in a focused manner."

While fulfilling the education of professionals in a variety of fields, the company also supports the acquisition of knowledge and skills at every level at the company. Regular explanatory sessions and discussions are convened at Group companies to disseminate the KOMATSU Way and incorporate it into human resource development around the world at each level of the company hierarchy, as well as to allow this knowledge to be handed down to younger generations.

President Liu Fangchang Manager, TQM Division Zhu Lei

Using TQM Activities to Grow the Company and its People

Mr. Liu Fangchang, President                           
Mr. Zhu Lei, Manager, TQM Division   
Komatsu Shantui Construction Machinery Co., Ltd.

At Komatsu Shantui, our TQM (Total Quality Management) activities have been highly rated, and we received the Demming Prize in November 2013. At first, we didn't know where to begin in our TQM activities. However, we decided to start by fully examining the "current status" of our Quality Control, thought about how to start implementing improvement measures, and began conducting QC training at different management levels. We supplied employees that had been with the company for over 2 years with QC manuals, and while Japanese managers conducted training sessions, we appointed certain Chinese national staff members as implementation officers so that they could go back to their divisions to teach other staff members about the QC story.
As a result of promoting the implementation of TQM activities, some major issues in quality control at the production base were greatly improved, with fewer cases of faulty welding and assembly, and the percentage of complaints being significantly reduced compared to previous years' numbers. However, the most remarkable change was the employees' heightened awareness regarding production issues. Even if you want to start improvement activities, if you can't pinpoint the problems, the problems cannot be addressed. Saying, "There are no problems," just means you are not aware of the problems. If you can change the angle from which you are approaching the issue, often you will be able to find the problems. And then, once the problems are identified, the next step is to get employees to think independently about ways to fix the problem. Our staff members began to voluntarily meet with relevant departments to discuss our issues, and this has also been beneficial in improving internal communication. As the quality of managers improved among the national staff, we were able to significantly reduce the number of Japanese expatriate staff.
The thought behind TQM directly relates to the aims of the KOMATSU Way, and I can confirm that these TQM activities are in line with the direction of the KOMATSU Way. Going forward, we would like to continue to improve the quality of our staff, and to implement these activities with our partner companies. With help from our mother plant, we hope to continue to move forward with our TQM activities and our human resource development.