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Developing People

The KOMATSU Way

The KOMATSU Way

The KOMATSU Way is a statement of values that all workers in the Komatsu Group, including those at every level of management, should pass down in a lasting way at their workplaces. By holding these values in common, employees of the Group can build global teamwork that transcends nationalities and generations to amass and fortify the Group's workplace (gemba) capabilities—the dynamism of all workers and the entire organization—plus the ability to improve their own workplaces. This in turn enhances quality and reliability, heightening the trust given to the Group by society and all stakeholders.

System and Status in FY2015

The KOMATSU Way is based on the corporate strengths that Komatsu has cultivated over time. To disseminate the KOMATSU Way to Group companies across the world, focusing around the KOMATSU Way Global Institute, Komatsu is conducting various dissemination and human resource development activities.
We deepen the employees' understanding and comprehension of the KOMATSU Way by applying it to their training and setting up opportunities for exposition and group debate. Regular sessions are convened at workplaces to explain this way of thinking and have employees relate stories of their own experiences so that communication between different generations is stimulated, which allows for this knowledge to be handed down and rooted in the younger generation. To promote the KOMATSU Way at Group companies outside Japan and help this foundation take root, Komatsu has made the KOMATSU Way easy to understand and relevant to local conditions, while being mindful of the differences among customs and cultures.
In 2011, Komatsu distributed a revised edition of the KOMATSU Way that was officially acknowledged in 2006, to all Group employees. The revisions included making the established values and way of thinking easier to understand, increasing the number of case studies discussed, and adding Komatsu's approach to brand management.
In FY2015, we started QC (Quality Control) training at our overseas subsidiaries. As the understanding and practice of QC progresses at each overseas subsidiary, we expect that efficiency and quality improvement will progress at the same time, and also lead to a better understanding and spreading of KOMATSU Way which is much influenced by QC.
Also, in order to increase the workplace (gemba) capabilities of all employees worldwide, in addition to the long-standing TQM (Total Quality Management: comprehensive quality control), we are conducting training to upgrade specific technical skills, expertise and management skills in all areas. In addition, to exercise newly acquired knowledge and skills, we hold debriefing sessions for improvement activities at each level and promote practicing guidance. We are enhancing the skills of individuals, and improving organizational ability and cohesiveness with global teamwork by continually developing human resources in order to have a business framework that can respond quickly to changes in environment.

DATA

Educational Training that pertains to KOMATSU Way

Name of Training Course Course participants Aim Training dates (2015) Number of participants/cases
Education for top management personnel of overseas subsidiaries
(Global Management Seminar)
Overseas subsidiaries’ management level personnel or candidates To train up managers at overseas subsidiaries who understand the KOMATSU Way and can talk about it in their own words July 11 people
Education for mid-level managers of overseas subsidiaries
(KOMATSU Way Leadership Development Program)
Mid-level managers of overseas subsidiaries expected to be responsible for the core business/functions To train up local leaders who will understand and practice KOMATSU Way June (United States)
October (Chile)
November (Indonesia)
June: 23 people
October: 29 people
November: 19 people
KOMATSU Way Expert Development Program Mid-level managers of overseas subsidiaries with aptitude To train up ‘evangelists’ responsible for spreading the KOMATSU Way in overseas subsidiaries June (United States)
October (Chile)
November (Indonesia)
June: 14 people
October: 12 people
November: 12 people
QC Training Mid-level managers of overseas subsidiaries with aptitude To promote understanding of QC at overseas subsidiaries September (Chile)
November (Indonesia)
September: 21 people
November: 23 people
Training by Job Level New employees, assistant managers, newly appointed executives, etc. To promote the understanding and practice of KOMATSU Way Year round 3,314 people
All Komatsu QC Convention Representatives of domestic and oversea Komatsu Group companies To present improvement activities as OJT and strengthen awareness of KOMATSU Way practices November 87 cases

The KOMATSU Way—History of Dissemination Activities