Special Feature 2: Workstyle Reform at Aichi Steel
Making serious changes to the way we think
Along with construction of the new administration building, Aichi Steel began to focus on workstyle reform. We aim to raise awareness of every employee to enable them to complete their tasks and achieve results within time limits and deadlines. We will also respect work-life balance as we support balance in the ways they work and rest.
Awareness and culture reform
Work finish time boards
Post planned finish times to raise awareness of the need to complete tasks within the allotted time
Time management duty person
Person on duty reminds people about time management to improve time awareness across the entire workplace
Consecutive days of paid vacation encouraged
Balance rest time to do all the non-work-related things you want to do and need to do
- “Refresh” Vacation System
Up to five days consecutive vacation for employees
whose age is a multiple of 5
93.9％ of eligible employees took this vacation in fiscal 2017
- “Memorial” Vacation System
Up to three days consecutive vacation for employees on their birthday, day prior and day after
Developing environments (HR and support systems, etc.)
Working from Home System adoption
As part of our efforts to support work-life balance, we have developed a system and environment that offers the choice of working from home to employees who work shorter hours because they are raising children, or who have family members in need of constant care.
To support the combination of work and child-raising/care-giving, we are promoting workstyles without time restrictions to increase opportunities for employee participation.
VOICE Working from Home
Working while raising children, and improving management awareness
Because I am able to work at home in the free time I have between caring for sick children and other tasks, I am able to keep up with my work schedule.
It is important that I am personally aware of time management, so I set and work toward deadlines for completing various work and child-raising tasks.
Corporate Branding Group Corporate Communications Div.
As part of our efforts to maximize ability and performance, we are conducting “Ji-kotei-Kanketsu” (built-in quality with ownership) training for team leaders.
Teaching the appropriate approach and concrete steps, the training aims to increase motivation among team members and maximize performance through efficient work practices without having to redo tasks.
What is “Ji-kotei-Kanketsu”?
This work approach emphasizes high-quality work with an efficient arrangement of steps to prevent errors and avoid redos.
Management reform for supervisors
Workstyle reform for managers
As part of our efforts to promote workstyle reform, our employees in management positions, who are leading workplace management, are changing awareness and actions.
Team leader training
In 2016, we introduced a team system at Aichi Steel. We introduced a new training program to improve the management skills of team leaders and improve the quality of work conducted by each team.
- Teams are the smallest management units, of up to seven members, situated within departments.
- Approximately half the team leaders are younger members of staff
(assistant manager level employees aged up to and including in their 30s).
- Clarification and understanding of team leader roles and ideals
- Raising awareness through direct instructions from the president (lectures)
- Creation and distribution of a file depicting concrete examples of team leader actions
- Understanding one’s own management characteristics
- Practical training through role-play
- “Ji-kotei-Kanketsu” training, etc.
“ACTION! For the team” folder
Examples of concrete actions for team leaders always available for review
VOICE Team leader training
Approaches and techniques learned through training can be passed on to workers
The training was great because we learned the main causes, and their solutions, when having to redo experiments. We learned to look for problems in actions we normally take without thinking, and then learned the techniques for resolving those issues. I will pass on this knowledge to my subordinates.
Batteries Research Dept.
Frontier Research and Development Div.
“Yarikiri 3W” communication notepad
When supervisors provide work instructions to their workers, they can use this notepad to clarify objectives, deadlines, and quality, to ensure work carried out and avoids redos. Exchanging these notes is a way of improving communication between supervisors and workers.