By offering all staff members sufficient opportunities to develop their skills, the TOTO Group encourages the creation of workplaces that will attract talented people from many different backgrounds. TOTO in Japan provides a wide range of career support including stratified human resource development, career support for women, selection type programs for self-education as well as correspondence courses. Overseas, TOTO offers training opportunities to department and section managers to enable them to acquire business skills and learn more about our management issues. A training system will be developed both domestically and internationally as the entire TOTO Group develops a climate in which its people can actively take on challenges.
For the succession and the development of technology unique to TOTO － Specialist system
The manufacturing of TOTO has been supported by high technology.“Specialist system” evaluates advanced researchers, engineers and skilled workers producing high technology as well as managers, and designates them as “Specialist”. In this way, this system aims for their career advancement as skilled workers and the development of the next generation. Our goal is to strengthen the competitiveness of TOTO Group throughout manufacturing by ensuring further development of technology and skill, and accumulation & transmission of the knowhow. Furthermore with the technology the “Specialist”s produced, we will expand the new possibility of the associated fields and will contribute to the development of society.
Birth of the Fellow
The first “Fellow” was appointed as the top of more than one hundred “Specialist” in 2017, the TOTO 100th anniversary year, and “Specialist system” has reached a new stage. “Fellow” is one of the world’s top-level researchers who is responsible for TOTO’s core technology.As “Fellows” contribute greatly to the improvement of corporate value, brand, performance and symbolize TOTO’s unique technology, we will continue to develop the world’s top class engineers and pass on the manufacturing spirit and the human resource development spirit to the next generation.
Employees Helping Each Other – and Their Company – Grow-Awareness survey
From 2016 and with the aim of disseminating our corporate philosophy, these efforts have extended to the managerial-level people in our overseas Group Companies and facilitate the development of good workplaces on a global level.
Developing Human Resources to Support Manufacturing the TOTO Way
Particularly in the development of technical staff, TOTO bases its efforts on words left behind by our second president, Saburo Momoki: "You need to make good people before you can make good products." To that end, TOTO has created the Technology Map, a system for structuring the technical skills needed in manufacturing products, and has rolled out a wide range of measures based on that system. Under Technology Map, to provide concrete technical training and assess technical skills, technology as a whole is divided into six fields: overall structural (system design) technology; component technology; core component technology; basic commonly-required technology; common technology; and manufacturing process technology. Each of these is further segmented into technical items at various levels, and ways devised to make them easy to use as human resource development tools. Human resource development efforts currently underway are focused primarily on three areas: e-learning, group training and OJT.
1. Enhancing e-Learning
TOTO's e-learning system was put in place to provide a convenient way for employees to study, and provides approximately 80 units of 24 courses covering basic technical knowledge and methods (as of Apr. 2018). Last year, we revised all the content under the supervision of a specialist engineer to make it easier to learn.
2. Hands-on Group Training
Group trainings conducted in fiscal 2017 covered 24 subjects, with a total of 702 employees trained across a total of 331 hours. In quality improvement training, which received special focus, attention was shifted from classroom-based training to a more hands-on system, in the belief that knowing something and actually being able to do it are two different things. A five-step process (pre-training assignments; group training; practical assignments; counseling sessions; final presentations) works to ensure that employees are able put into practice what they have learned in the course of their training.
3. Hands-on Activities and Support for OJT
Based on the belief that OJT is the key to human resource development, TOTO has deployed two initiatives. The first, part of the above-mentioned hands-on group training, calls on supervisors of those in training to provide motivation and guidance prior to and during their work on their assignments, and further, to participate in their final presentations so that they can hear the results of their employees' efforts and convey to them their own expectations for future initiatives. The second initiative involves putting in place a structure that assigns to each division a key employee responsible for highly specialized skills and methods; those key people will then provide OJT to employees in their respective divisions.
Developing Human Resources for Achieving Sales Strategies
Our sales divisions develop and encourage a talent training system by job types and job levels for the purpose of ensuring the improvement of the necessary skills based on our sales strategy and by keeping up with changes in our business environment. In fiscal 2017, we focused on the development of managerial-level people, primary- and mid-level workers and our sales-related Group Companies (distributors) with an aim of changing our organizational climate and human resources’ awareness and strengthening the changes, developing global human resources and improving our housing equipment business in Japan. In fiscal 2017, nearly 1,300 of about 5,000 persons (little more than 25%) to whom our talent training plan applied were provided with opportunities to participate in the training. Personal reports and organizational reports are created and utilized: the former visualizes personal skills to link assessment, training and OJT with one another while the latter summarizes the skill status of people within the department. Furthermore, we provide comprehensive educational programs for unfailingly learning basic knowledge on our products, finance, laws, national policies and many other subjects.
1. Development of individuals for managerial posts
Our one-year program for training new office/section managers has run since fiscal 2001. In fiscal 2016, a three-year training program was introduced with a view to developing human resources that may become capable of serving effectively as department managers.Furthermore, we also focus on training our young colleagues who may assume the role of office/section manager so that they will be ready for managerial-level positions sooner.
2. Developing Human Resources for Entry-Level to Mid-Level Sales Divisions
In 2004, a training program supplemented by the knowledge and skills necessary for sales activities was introduced to a three-year program for developing primary-level workers, which is run by the TOTO Group as a whole. These programs continue and have evolved in accordance with the working environment, strategies and so on.Our mid-level workers undergo training programs to improve their sales skills, which are linked with the personal reports.We will also provide training on the specialist’s role of showroom advisor. New employees learn service etiquette and product knowledge, and mid-level workers learn about building reforms. We develop human resources that may become showroom advisors to meet customers’ needs.
3.Development of individuals for sales companies that are part of the TOTO Group
Each of our Group Companies ran training programs independently until fiscal 2012, when these programs were centralized with the aim of facilitating the TOTO Group’s efforts to consolidate our Japanese housing equipment business.Combining the training activities of our sales-related Group Companies (distributors) around the country is leading to great success. For example, it helps develop employees' sense of belonging to the TOTO Group, standardizes their image of desirable human resources and facilitates information exchange and mutual stimulation among the trainees.In fiscal 2017, nearly 400 colleagues from primary-level workers to department/branch managers underwent training.
Raising Awareness of Every Employee - Global Human Resource
In Japan, opportunities for working overseas have been concentrated on managerial-level people. With the aim of developing human resources who are capable of making decisions from a global perspective, we introduced a system to attract requests from our young staff members to work on secondment. Overseas, we run programs in China and other Asian countries for training department and section managers, who are the key persons in our overseas Group Companies. The talent training system is almost complete in China, where we have organized executives’ training programs since 2015, for department and section managers in nine different locations. Staff members from different companies and job types are assigned to the same management issue and cultivate their perspectives to see the entire business from a bird's-eye view. The President of TOTO’s head office provides feedback. This facilitates the sharing of philosophies even more.In Asian countries such as Vietnam and Thailand, TOTO has started providing its local executives with training programs on business skills. TOTO will continue providing opportunities to globally disseminate its corporate philosophy and to train human resources from many different backgrounds.