Our new employee training begins with a change in mindset from student to working adult, and includes an overview of our management philosophy, organization, work, and rules, as well as basic knowledge about motors and their production. In addition, training at overseas factories is also provided to allow students to experience actual production sites. The training will not only include a tour of the factory, but will also go into specialized areas such as production systems and equipment.
Global Talent Development
Human Resource Development Program
In our Mabuchi Global Management System, which emphasizes the robust interconnections between the bases and leverages diverse human resources, it is crucial to have an education system in place that promotes the development of local talent and facilitates the departments and bases mutual understanding of their respective responsibilities. We implement a job rotation system and conduct a global executive candidate training program to continuously cultivate management talent capable of playing an active role globally, including employees at our overseas bases. In particular, we promote a trainee system to help young employees acquire on-the-job skills. As trainees, they spend six months to one year gaining overseas experience and firsthand insight into the practical operations of our international sites. We also have a system in place enabling employees from our overseas bases to be transferred to the Headquarters as trainees. In addition, we are remodeling our education system with the establishment of the Mabuchi Learning Institute (MLI), which aims to develop an extensive and deep knowledge base across the Mabuchi Group worldwide by allowing employees anywhere in the world to attend classes, including online classes.
Education and training system
Education and training content for young and mid-career employees
New employee training
Hierarchy-specific training for young and mid-career employees
This program is designed to help participants re-examine their approach to work at a time when their professional skills have improved, to gain new insights and recognize their own challenges.
Company structure, Compliance
Leadership, Followership
Basic management knowledge (accounting･cost)
Project Management
Problem solving･Logical thinking
Prioritization (in-basket exercise)
Executive lecture
Communication
In-Department Education
A system of intradepartmental training is in place for each department to acquire the specialized skills necessary for their respective operations. In addition to developing an educational curriculum necessary for each department to acquire specialized skills, we regularly evaluate and visualize the specialized skills possessed by employees, and implement the education necessary for career advancement based on an annual education plan, thereby realizing systematic and planned acquisition of specialized skills.
Overseas Trainee System
This program provides young employees with the opportunity to work and study as trainees at our overseas offices for a period of six months to one year.
In-house internship program (engineering)
This is a system for new hires in the engineering field to experience the duties of multiple departments in the form of an in-house internship before being officially assigned to a department. Not only is it an opportunity to learn technology, but it also helps me make connections within the company.
From Mexico Mabuchi to the Headquarters
At Mexico Mabuchi, I am a team leader in the president’s office. As a member of the president’s office, I have to handle a wide range of tasks. To enhance my skills and knowledge, I have been working as a trainee in multiple departments at the Headquarters for one year. During my first few months, I learned about the new graduate recruitment system and gained hands-on experience in its operation in the Human Resources Department. Subsequently, I also took on responsibilities in the Corporate Planning Department. Working alongside my colleagues at the Headquarters, with whom my previous interactions were mainly limited to online communication, I have learned that everyone within the Mabuchi Group is a part of a team. Through this opportunity, I have realized the importance of fostering the bonds within this team. Here in Japan, I would like to work as an ambassador from Mexico to help my colleagues who have business interactions with Mexico Mabuchi to develop familiarity and a positive feeling toward Mexico. I do not think there are many companies in the world that offer opportunities like our trainee program to promote human resources and cultural exchange.
Mabuchi Motor began with the ambitious dream of its founder, which has led to the company’s overseas expansion and the establishment of numerous bases. This environment has provided its employees with opportunities to work all over the world. The essence of the founder’s dream has been maintained over the years, leading to this current trainee program. Through my participation in this program, I am delighted and grateful to be a part of the founder’s dream.
From the Headquarters to Mexico Mabuchi
At Mexico Mabuchi, I was assigned to the task of improving the production process for power window lifter motors as a trainee. At the beginning of my training, I faced many challenges in solving production issues. I asked my senior colleagues, who were also on loan from the Headquarters, to share their knowledge, and I also worked together with local staff members, which allowed me to leverage their expertise to find solutions. As I gained more experience, I deepened my understanding of the production flow, system and equipment structure. This enabled me to independently come up with improvement ideas and suggestions. I then started receiving questions and being asked for advice from junior engineers about specific roles of the equipment as I was in charge of the process that involved complex equipment structures. This gave me a sense of fulfillment as I was able to contribute and provide guidance in their learning process. After the end of my trainee period and since my return to the Headquarters, I have continued to be involved in process design, and I have had more opportunities to travel to overseas bases. The knowledge and insights I gained on-site at Mexico Mabuchi have helped me in my current responsibilities.
Education and Training for Managers
Management Training
In order to pass on our company's Management Markars of "positioning people as the most important management resource, making the most of people through work, and developing people who are useful to society" as our DNA, we will have in-depth discussions on the concept of subordinate development that should be shared and valued by all of our managers and put it into practice.
Case study exercise for each evaluation process
Understanding of industrial psychology theoretical background, including learning theory, motivational theory, personality typology (DiSC), etc.
Presentation of proposals for management
Action learning
Management Strategy Course
The program aims to develop future management leaders who can independently identify issues, find ways to resolve them, and move people and organizations to solve problems by strengthening their understanding of the values and management principles of top management and their basic knowledge of management.
Mabuchi's Management Principle
Basic management knowledge (people, goods, and money)
Mabuchi's Management Strategy
Independent problem identification, Solution program
【Supplementary information】Youngest position holder
We are able to appoint the right person to the right position regardless of age, as long as they have the right skills for the role. The youngest appointments to key posts are: Executive Officer, 44; Head, 38; General Manager, 37; and Manager, 29.
Career Development Support
Self-assessment system
In order to ensure that the right employees are assigned to the right positions, this system confirms once a year the opinions of employees, including their wishes to be transferred to divisions or overseas offices.
Multilayer personnel system
In order to create an environment in which employees can develop their careers according to their aptitudes and desires, we have a system in which careers are divided into managerial and professional positions at the upper levels of qualification grades.
Side job licensing system
If you meet the prescribed conditions, you are allowed to work a second job. Side hustles provide opportunities to gain a wide range of skills and experience and broaden one's horizons.
Correspondence courses
A selective correspondence course system is in place, and the company will subsidize the course fee if certain criteria are met.
Support for English Learning
The Mabuchi Group is implementing the following programs to build a company-wide environment for employees to learn languages (especially English) so that employees can contribute to international societies.
- Providing opportunities for people to take the TOEIC test
- Holding TOEIC classes
- Providing opportunities for people to use an online English conversation system
- Running a short-term overseas study program
- Implementing a trainee system
etc.
We are also aiming to improve global communication abilities by holding English communication classes with interns from overseas and holding classes for people to learn technical knowledge.
Qualification Incentive System
We are promoting employees' self-development by establishing the Qualification Incentive System with a view to creating a self-learning atmosphere in the company and encouraging employees to acquire a wide range of knowledge useful for business operations. Also, the Mabuchi Business School (home study system) is held twice a year, and the cost of the education is reimbursed to those who complete the program so as to create an environment where more employees can actively learn on their own.
Evaluation and compensation system
Our basic approach to personnel evaluation is to assess performance and growth in relation to the job in a truly fair and impartial manner. Goals are set at the beginning of the year in consultation with your supervisor. This is a system whereby the progress of goals is reviewed with the supervisor during the term, followed by a self-evaluation at the end of the term. We clarify evaluation criteria and conduct fair and impartial evaluations.
Job-based personnel system (management level)
Job grades (JG) for managers and specialists are determined according to the size of their roles and duties, and compensation is set according to the JG. Compensation is based on duties and performance, not on personal factors such as age and length of service.
Role-based grading and wage system (general employees)
General employees are graded according to their roles, which determines their pay level. This system allows employees to expand their roles and step up to higher levels as their skills and abilities improve.
Trust-type stock issuance plan for management-level employees
In addition to regular salaries and bonuses, we have introduced an incentive program for management-level employees that allows them to receive shares in the Company as compensation. The value of the shares received increases as the stock price rises, allowing employees to work with a high level of motivation to contribute, and the company and employees work together to increase the value of the company.
Point-based retirement benefit system
Retirement points are awarded annually based on roles and evaluations. Annual contributions and results are directly reflected in retirement benefits.