Research of On-the-Job Education in Japanesc Enterprises in Taiwan －Focus on Before- During- and After- Job Education－

[[abstract]]在職教育分成職前教育、職中教育、職後教育三個概念，職前教育應該注重基本教育，職中教育注重需求教育，職後教育以反省及標準化。 本研究選擇日系企業在台灣投資的公司，日本豐田汽車 (國瑞汽車)、日本Brother (台弟工業)、日本7-Eleven (統一超商)、日本NOK集團 (旗勝科技)等公司個案，針對導入JIT、TPM、OJT、5S、三現主義等五大重點的架構，進行深入探討與比較分析，找出教育訓練順利實施成功的正確運作方法，並歸納其實施成效的差異及其可能原因。 本研究結果: 一、 以製造現場的實際經驗每天面臨到的問題點進行解析、檢討、對策、改善。並應用一貫化生產(JIT)、全面生產保養(TPM)、工作中訓練(OJT)、全面品管(TQC)、5S、成本低減、環境保護等等，教育提升員工素質，進而使工作順利，業績成長。 二、 設置專用新人教育生產線，OJT職場實習達到依操作標準，而密集則是在線外練習，可不受教導者及心情的影響，亦不受線上壓力的干擾，方能專心練好基本動作。透過這樣的職前教育訓練，重複練習可以更快達到熟練的程度，對於作業的效率及品質的要求都有正面的效果。 三、 教育、訓練與發展在觀念上雖然有區別，但是由於其目標有一致性及功能上相互影響，因此，這三種重要的活動是由點而面、由面而體的相互聯結，具有不可分割的關聯性。 四、 產品在生產線作業時，上線前充分職前教育說明後才上線作業，對品質也絕對的保證，作業中及時的觀察及確認記錄就是如同職中教育，作業末件檢查確認反省如同職後教育。在日式管理的一貫化即時生產就是靠這種管理模式進行品質的管制，同時降低浪費。透過標準化的作成，並教育員工如何有效的執行標準作業達到一定的績效。標準化的執行過程中有發現瑕疵，必須馬上修正並重新驗證。 五、 日本有「三現主義」：「現地」：坐而言不如起而行，深入現地，身歷其境；「現物」：百聞不如一見，接觸現物，眼見為憑；「現實」：事實勝於雄辯，把握現情，還原真相。「三現」原用於品質管理，品管不能只依數據，而要直接到現場，詳細觀察實物，追根究底，直視問題的核心，許多製造大廠如豐田汽車、大金空調，皆落實於經營，行之有年，效果顯著。[[abstract]]An On-Job Education consists of Before-education During-education and After-education Before -education focus on basic training During-education focus on demands and After-education emphasizes standardization and self-reflection This research selects some companies investing by Japanese enterprises- Toyota Automobile(Kuozui Motors Ltd ) Brother(Taiwan Brother Industries Ltd) 7-Eleven(Uni-President) and NOK Corporation (MEKTEC) which are introduced into JIT TPM JOT 5S and 3 GEN principles to find out correct method for successful training Also try to generalize the difference for executive efficiency and the reason for causing divergence This research points out: 1 Based on the on-site experience on production line to analyze review deal with and improve the issues occurred everyday Utilizing JIT TPM OJT TQC 5S cost down environmental protection and employee level promoting and so on to reach efficient working as well as sales enhancement 2 Establishing exclusive production line for Trainee during OJT period making every trainee achieves operating standard The point is that a trainee should not be distracted neither by instructor nor by self-mood nor be interfered by stress Thus a trainee is able to concentrate on the drills and to gain essential techniques By repeating the drill a trainee will become proficient at work and will contribute to operating efficiency and quality 3 Education training and development are somewhat different conceptually due to they have the same target and functionally affect one another therefore they three must be closely linked together from point to plane plane to one unity 4 On production line sufficient Before-education guarantees quality Observing timely and recording accurately are similar to During-education At the end of operation reconfirming and reinspecting represent After-education Consistent Production Process in Japanese Style management is based on this model to perform quality control and reduce waste Meanwhile teach employees to follow SOP to enhance performance If any defect is found in standardizations it has to be corrected and recheck immediately 5 The 3 GEN principles are famous in Japan “On Site”: Actions speak louder than words being there to experience “Material”: Seeing is believing “Reality”: Clarifying all the issues 3 GEN Principles are used originally on quality control; however QC can not only be done by using statistics data On the contrast be on-site inspect carefully and find out the core of the issues A lot of manufacturers such as Toyota Automobile and DAIKIN Air Conditioner have implemented the model for many years and work on very wel