グループ報 / Group Communication Magazine 20150424

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グループ報 / Group Communication Magazine 20150424
MITSUBISHI HEAVY INDUSTRIES GROUP COMMUNICATION MAGAZINE
Global
Arch
May 2015
Vol. 25
5
Please be sure
to share Global Arch
with your family
Special Feature
Coming together to make a better workplace
Changing the World of Tomorrow
Shunichi Miyanaga, President and CEO
Dear new and current MHI employees,
This month’s Global Arch is the first issue for more than 500 new graduates who joined MHI Group at the beginning of our fiscal year in April.
Like those of us who came to MHI before them, they aspire to realize
their dreams and change the world at MHI.
I ask all of you to extend them a warm welcome, for they are joining
MHI Group at an exciting time in our history, as we embark on our new
Medium-Term Business Plan. I am confident that their fresh ideas and
enthusiasm will be an important driver of MHI’s changes towards the
shared goal of becoming a sustainably profitable 5-trillion yen company.
As we begin this new phase of our journey together, let me share my
views on what I believe will be the key success factors of our game
plan.
At the Ceremony Welcoming New Employees for 2015
Building Win-Win relationships the MHI Way
MHI’s future growth will come from leveraging our advanced technology and engineering capabilities to help communities around the world
meet their social infrastructure needs. To be the winner in this highly
competitive arena, gaining the trust of the customers and communities
we serve is absolutely essential.
Of course trust is not earned over night. Our relationships of mutual
trust and respect with customers and communities have been built on
the foundation of MHI’s storied 130-year history. We are committed to
growing these relationships – and to developing new ones. By doing
so, we hope to enhance the length and depth of the value chain that we
can offer to our customers, so that it includes third-party collaborations
and after-service, creating new business opportunities for MHI, and
further the delivery of greater value for the communities.
Our Group can, while always keeping a sharp eye on risk management,
realize its true potential to change the world.
To that end, our organization and shared values as a global multinational company are evolving. But, the MHI Group will always promote
understanding and respect for the culture and rules of the respective
communities we are privileged to serve.
As a Valued Member of the Respected Global Company
To wrap up, I would like to direct a few more words to our newest Group
members.
Everything that you do should, in the long run, contribute to gaining the
long-lasting trust as the leading social infrastructure manufacturer. You
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Global Arch May 2015
may well wonder how this is possible. But I assure you that it is, and you
can do so by following three pieces of advice.
First, develop a business skill set that enables you to compete globally,
but also work in a way that earns the respect of the customers, partners, communities we serve through day-to-day business operations.
Second, be “professional.” This means developing not only technical
expertise, but also the “intelligence” to use that expertise appropriately.
The opportunities ahead will require us to not only understand but also
to intuit the needs of customers and society. Such capabilities can be
cultivated through varied business experience with diversified people.
The Group will provide you with such opportunities in abundance.
And finally third, maintain a proactive attitude to pace the years of commitment to your responsibility for sustainable growth of our own. It is
especially important for our employees as they are committed to the
development of social infrastructures, which require workplace safety
and the integrity of craft.
Making a New History Together
The MHI Group is fortunate to have the new addition of energy and
spirit of challenge to our past achievements. Let me state with conviction that if all of us work together, with a commitment to our shared
values, we can truly change the world.
Contents
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03
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Vol. 25
MHI Group
Communication Magazine
Global Arch
About the cover
Message
Contents
Way of Manufacturing
“In pursuit of improved
welding skill”
Mitsubishi Hitachi Power Systems,
Ltd. (MHPS) (Kure Works)
06
Special Feature
16
Spotlight
Coming together to make a better
workplace
787SBU
3
Mitsubishi Heavy Industries (China) Co., Ltd.: Mr. Hong, Mr. Iwasaki, General
Representative in China, Mr. Wang, Mr. Wu, Ms. Li, Ms. Zhang, Ms.Zhang,
Ms. Sun and Mr. Liu
4 Integrated Defense & Space Systems: Employees from Helicopter Section,
Product Support Dept., Aircraft Div.
5 Volunteer members of Iwatsuka District who joind the company in 2000
6 Mitsubishi Hitachi Power Systems, Ltd.(Kure Works): Mr. Takeda, Mr. Tadakuma
8 Shimonoseki Shipyard & Machinery Works: Seeing off a vessel departing from
8
9
10
5
9 Nagasaki Shipyard & Machinery Works: Our engineer instructing high school
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7
10 Nagoya Guidance & Propulsion Systems Works: Employees from Team of Engines
12
13
14
15
19
20
25
28
16
21
17
22
26
29
30
18
23
32
students how to weld
& Control Equipment Quality Section who won mixed competition in the Mitsubishi
Nagoya Ekiden Race
24
Mitsubishi Heavy Industries
Air-Conditioning Europe, Ltd. (MHIAE)
WakuWaku Report
* “WakuWaku” means “lively”.
Voice! Voice! Voice!
Ms. Ejima, Mr. Kato, Ms. Shindo, Mr. Hayashi and Mr. Akagawa from Plant
Procurement & Sourcing Dept., Procurement & Sourcing Div.
& Administration Group, Business Administration Dept., Global Marketing & Sales Div.
19 Commercial Aviation & Transportation Systems: Employees from Business &
Administration Dept., Land Transportation Systems Div.
20 Mitsubishi Hitachi Power Systems, Ltd. (Takasago Works):
Mr. Inada, Mr. Amata, Mr. Fukuda and Mr. Haruta from Takasago Power Plant
Quality Control Group, Power Plant Quality Assurance Dept.
21 MHI Accounting Service, Ltd.: Members of "Ramen-taro and his fun fellows",
Mihara Accounting Service Group
22 Kobe Shipyard & Machinery Works: Staff from Oral & Maxillofacial Surgery
Section of Hospital
23 Commercial Aviation & Transportation Systems: Employees from Composite &
Bonding Shop, Parts Manufacturing Dept., Commercial Airplanes Div.
24 Integrated Defense & Space Systems: Mr. Ishii, Mr. Harada and Ms. Kobayashi from
Business Development Dept., Missile Systems Div.
25 Global Business Planning & Operations Headquarters: Ms. Shindo, Ms. Ichikawa,
Ms. Yabe, Ms. Uematsu, Mr. Yuasa, Mr. Takaya, Mr. Tamano and Mr. Yamamoto
from Kansai Administration Group, Administration Dept.
26 Energy & Environment: Mr. Fukuda, Mr. Fukunaga, Mr. Ohata and Mr. Suruga
from Pump Production Shop, Hydraulic & Energy Dept.,
Renewable Energy Business Div.
27 Mitsubishi Hitachi Power Systems, Ltd. (Nagasaki Works):
Employees who won company awards
28 Energy & Environment: Mr. Kobayashi, Ms. Yonezawa, Mr. Ishii, Mr. Fujikawa and
12 Employees from Primetals Technologies Austria GmbH
29 MHPS Control Systems Co., Ltd.: Employees from Yokohama General Affairs Div.
13 MHI Information Systems Co., Ltd.: Employees from Marketing Group, Chugoku
30 Nagoya Guidance & Propulsion Systems Works: Runners of "Engines & Control
14 Energy & Environment: Mr. Iriuchijima, Mr. Tanaka(Hide), Mr. Go, Ms. Tanaka(Aya)
31 Hiroshima Ryoju Estate Co., Ltd.: Employees from Product Sales Section.,
15 Machinery, Equipment & Infrastructure: Mr. Murata, Mr. Kishi, Mr. Niiyama,
32 MHI Information Systems Co., Ltd.: Mr. Otani, Mr. Akagishi and Ms. Tanaka from
from Nuclear Energy Systems Dept., Business Div.
Mr. Oki and Mr. Fujimoto from Small Engine Production Shop, Sagamihara
Production Dept., Production Management Div.
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Global Network
11 Machinery, Equipment & Infrastructure: Mr. Iwase, Mr. Takemoto, Mr. Takahashi
and Mr. Kamiya from Testing Section, Air-Conditioner Designing & Engineering
Dept, Air-Conditioning & Refrigeration Div.
Branch Office
27
31
the harbor
4
11
22
18 Mitsubishi Heavy Industries Compressor Corporation: Employees from Budgeting
Mr. Fujiwara, Mr. Onishi, Mr. Miyamoto and Mr. Inada from Takasago Power Plant
Quality Control Group, Power Plant Quality Assurance Dept.
Mr. Yamamuro, Mr. Mizushima, Mr. Nadachi and Mr. Iwai from Paper Converting
Machinery Designing Group, Engineering Dept.
"We put our hearts into corrugated board."
3
Toshimasa Kikuchi
Machine Tool Div., Machinery,
Equipment & Infrastructure
2 Mitsubishi Hitachi Power Systems, Ltd. (Takasago Works):
7 Mitsubishi Heavy Industries Printing & Packaging Machinery, Ltd.: Mr. Ohira,
2
Linking People in the
Future Generation
17 Mitsubishi Hitachi Power Systems, Ltd (Hitachi Works).:
and Mr. Shinozaki from Systems Research Group, Thermal Power Systems
Research Dept., Research & Development Center
1
Monthly News Digest
1 Machinery, Equipment & Infrastructure: Mr. Maki, Mr. Nakai and Mr. Tanaka(Taka)
from Vehicles & Industrial Engine Designing Section, Engine Engineering Dept.,
Engine Div.
The arc of the Earth, representing the MHI
corporate design, appears with photos
capturing MHI people working proactively
to fulfill the vision of “Our Technologies,
Your Tomorrow.” We asked the employees in the photos to express a “better and
more enjoyable workplace.”
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16 Energy & Environment: Employees from Oil & Gas, Petrochemical Business
Group, Plant Business Dept,, Business Div.
Ms. Endo from Nuclear Plant Designing Dept., Nuclear Energy Systems Div.,
Kobe Shipyard & Machinery Works District
Equipment Dept., Ace" team who won the third prize in MHI Nagoya Ekiden Race
Business Dept.
Development Group No.2, Shimonoseki System Development Dept.
33 Energy & Environment: Mr. Hikita, Mr. Shigeta and Mr. Numata from Quality
Management Group, Quality Assurance Dept., Chemical Plant & Infrastructure Div.
Photo Gallery
Scene at Mitsubishi Nagoya Ekiden Race (held on March 7, 2015)
May 2015 Global Arch
3
The DNA of the MHI Group Alive and Well
Introducing Manufacturing Sites
4
Global Arch May 2015
In pursuit of improved
welding skill
No.1 Boiler Shop, Kure Manufacturing Dept.,
Boiler Products Headquarters
Mitsubishi Hitachi Power Systems, Ltd. (MHPS) (Kure Works)
No.1 Boiler Shop, Kure Manufacturing Dept., Boiler Products Headquarters in Kure City, Hiroshima Prefecture mainly manufactures utility boilers. Tomotaka Kusano is in charge of organizing the overall welding works for boiler tubing in a tubing group and even travels to domestically
and overseas to thermal power-generating plants to weld tubes at the site. Highly skilled with
20-years of welding experience, he is eager to reach an even higher level, saying “I want to
speed up and do more accurate welding. I believe that there is no limit for skill improvement.”
It is said that one can become fully-skilled after 10 years of actual welding. He is also
committed to training younger engineers, saying “I expect them to become welders who do
their work on their own initiative, not on their instructions.”
May 2015 Global Arch
5
Special Feature
1. Trial for reforming the
Organizational Culture
Coming together
to make a better
workplace
(p.8-11)
Commercial Aviation &
Transportation Systems
(Nagoya Aerospace Systems
Works District)
Spring is the season when new employees join the company and many personnel transfers are made.
This month’s special feature is “communication at the workplace.” We introduce here the opinions collected
from the group and share their initiatives both at work and off-the-job.
Let’s think about what makes a better workplace.
Q
We asked employees of the group.
A
To make MHI a better place to work,
what changes do we need to make in
how we communicate?
Starting from “greeting” “talking ” and “Hou/Ren/Sou” as fundamentals
Greetings are universal
I believe that the first step of communication
is greetings, which is common in the
world. And add a smile to it. Smile spreads
from person to person. People who can
exchange pleasant greetings have powers
that make others think to work together with
them across borders.
(March)
A
Superiors should regularly talk to subordinates.
In doing so, it will create a workplace
environment where subordinates can take
advice from superiors easily.
(Bon of MHI)
Always adhere to “Hou/Ren/Sou”
B e t te r wo r k p l a c e s t a r t s w i t h b a s i c
communication Hou/Ren/Sou (Report,
Review & Consult). And it is also important
to establish some rules on each step like
“Bad news first”, “Stop, call & wait.”
(N. MAHESH)
Be considerate of others
Always to consider cultural and
language differences
From my European perspective it seems
essential to always consider the differences
in culture - and language! - not only within
our company but also towards our suppliers
in the dif ferent countries of Europe. I
therefore strive to be mindful of not only
what people say but also of what they
intend by saying it and to clarify when in
doubt. Improving on language skills and
cultural understanding is the key to success.
(Tobias)
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It’s important for superiors to talk to
subordinates
Global Arch May 2015
Act together
I believe that it is important in teaching a job
to “try to do together” anyway. With doing
together, you can teach not only the knack
of doing a job but also deliver “what I am
thinking about it.” It is important to know the
ways of thinking each other.
(Tank man)
Treat people kindly
I try to treat people kindly from the bottom
of my heart. In addition, I also try to have
conversation with others toward a positive
direction af ter taking their opinions. I
basically think that negative words create
only stagnations or setbacks and believe
that it is important to judge not by profits or
losses but by right or wrong.
(Positive)
Listen to other’s opinions with an open
mind
Listen to other’s ideas with an open mind
and attitude. If you quit listening because
you think you know the answer, you miss
important details.
(Rhonda)
3. Welcoming Thai trainees
(p.12-13)
4. Various styles of communication
Machinery, Equipment & Infrastructure
(Sagamihara Machinery Works)
(p.14-15)
2. Activities in multinational workplaces (p.12-13)
Mitsubishi Hitachi Power Systems Europe, Ltd. (MHPS-EUK)
A
Be open with fellow workers about your feelings,
regardless of their title - and yours
Start at the top
Good communication starts with showing
the importance of open and constructive
communication by Presidents, Management
and Supervisors. They need to give all
employees chances to comment, suggest
and ask for help anytime. Shutting the
door on communication will take away
opportunities to grow with employees. To
let employees have confidence, they need
to show that they can do good jobs. (Mark)
Frank Communication is key
I think open and frank communication
is necessary between supervisor and
subordinates to make a good working
environment. It will create a bond between
them which motivates them to achieve
company’s goal efficiently. And it will be
the path for creating a global company
where everybody works to their fullest
potential without any ego’s.
(RAJ)
Six rules of communication
A mixed force of 60 employees from
the on-site workshop, Kobe Shipyard &
Machiner y Works and NUSEC makes
efforts to penetrate their minds with points
to remember as follows:
1. Equality and the same perspective for
anything
2. Always in the bright and amicable
atmosphere
3. Reporting, contacting and consulting
casually
4. Pointing out and instructing without
reserve
5. Awareness of your responsibilities for
your own works
6. Health, safety and quality on your own
(Baby’s breath)
A
The most effective
communication is
face-to-face
A look can convey more than words
In recent days, it seems that some send
e-mails to people in front of him/her.
However, the basic of communication is
face-to-face. I hope that newcomers try to
see others directly. A complexion reaches
quickly even if you cannot read between the
lines.
(Astro Boy)
Share opinions
Realization of a workplace where anybody
can tell opinions each other. It is wonderful
to make remarks even if they are different
from yours because good ideas evolve
f r o m c o n v e r s a ti o n a n d d i s c u s s i o n.
Communication star ts from speaking
both at conferences and in daily life. I think
everybody's talking to each other makes
Mitsubishi open.
(Haromono Member 2)
Let’s start with conversation
A
Communication using a little ingenuity is important
Not all communication is verbal
I have worked in Germany and Germans
make the usual greetings with making eye
contact and smiling brightly when they come
to the office, have lunch, and go home. It
makes me feel better than giving a bow
alone, and I try to follow them even now.
(tribologist)
Express admiration
Let’s voice admiration for good things,
exchange thoughts beyond standings or job
titles even if they are delicate subjects. Do
not care too much about the atmosphere.
Praise for getting up the courage to talk
delicate subjects. It is important to respect
the different opinions of others and not to
decide everything by majority vote. That is
important.
(Safety Dad)
The best way to convey one’s temperature,
emotion and personality regardless of
when one joined the MHI Group or his/
her positions is conversation! And caring
for others. If you cannot do so for your
colleagues aiming at the same goal, you can
do nothing else.
(Sora-kun)
Offer suggestions as well as critiques
I believe that it is important for our growth
to have positive communication in which we
not only “point out” or “make a complaint”
about subjects but also make a proposal of
countermeasures as staying one step ahead.
(Lupin the 29th)
May 2015 Global Arch
7
1
Trial for reforming the Organizational Culture
Commercial Aviation & Transportation Sy
Employees story of Parts Manufacturing Dept., Oye plant
“We must change”
Episode 1
Acid Cleaning & Plating Team, Middle Parts Painting & Processing Branch, Middle Parts
Manufacturing Shop, Parts Manufacturing Dept., Commercial Airplanes Div.
Strengthen teamwork by appointing a leader
who wants “Change”
Leading
Members
Shuichi Hakozaki,
Supervisor
Yuto Abe
The workplace will not change unless
you change it yourself
The Acid Cleaning & Plating Team had tons of challenges
from small to big. In particular, for challenges that our
team could not solve by ourselves, we looked away
thinking “We can't make it because other departments
won’t help us.”
Under such conditions, off-site meetings of
the organizational culture reform promotion project
were held, and 219 items of moans, complaints and
disgruntlements were made. Takemura, one of the
participants, thought at the time “What would change,
with our complaining and speaking our minds?”
However, after the meeting Takemura asked himself
“Then who can change the workplace?” and came to
the conclusion “The workplace will not change unless
I change it.” Takemura shared that thought with his
colleagues, Abe and Miyake. “I was able to take the
first step forward because I had colleagues who
supported me to change the workplace,” he says.
With motivation, even junior
employees can become leaders
Kiyoshi Miyake
Shingo Takemura
8
Global Arch May 2015
In April 2014, the Acid Cleaning & Plating Team set
Leader System different from conventional supervisor
and sub-supervisor. Hakozaki, the supervisor who
proposed this system says “Entrusting junior
employees who have motivation to improve
the workplace made the workplace lively and
enhanced our business performance. One of
the leaders, Abe feels that “With being selfmotivated instead of being forced, even
minor improvements give us a sense of
accomplishment which leads to the next
improvement.” Looking back to the past year, Miyake
says “What changed the most is the mind-set of our
core members. We were feeling as if we were forced
to work, but now we really think that making an effort
for work is cool.” With everyone united and working
together for a workplace that they can be proud of.
They continue their challenges.
The Leader of the Acid Cleaning & Plating Team must:
i) Want to “Improve”
ii) Want to “Do what he/she can do as a leader”
iii) Keep thinking “What makes a good leader?”
iv) Be willing to discuss (Listen)
v) Pursue chances (Never give up)
vi) Face up to difficulties
vii) Prioritize total optimization at all times
stems (Nagoya Aerospace Systems Works District)
Trial for reforming the Organizational Culture has been promoted as a part of workplace reform since November 2011 in Commercial
Aviation & Transportation Systems (Nagoya Aerospace Systems Works District). By holding off-site meetings where employees of
various workplaces and job levels exchange their honest opinions, some changes to the Organizational Culture have been actually
noticed. We will introduce you to the voices of employees who discovered the “Joy of work” and “Purpose of work” and started to act
on their own initiative to improve the workplace.
Episode 2
Tube/Cable Fabrication Team, No.1 Middle Parts Production Branch, Middle Parts Production Shop,
Parts Manufacturing Dept., Commercial Airplanes Div.
Becoming the World’s No.1 tube shop
- a place that our families can be proud of
To aim for a world-leading tube shop
that we can proudly show to our
families
Enomoto of Tube/Cable Fabrication Team became
aware of the problems in his workplace when he was
appointed to train the trainees.
“Until then, I just did the work given to me. I never
cared about the workplace climate.” As I started to
train the trainees, I came to realize the gap between
the ideal and reality. I thought I could not show the
workplace to trainees with confidence.”
Although he had a hazy feeling, Enomoto could
not find any clue to start acting. A few years later,
Enomoto was inspired when participating to the off-site
meeting. “I talked and talked with other participants
in my generation, losing track of time, and came to
know that everyone had similar worries. I became
determined to change myself.” Enomoto, returning to
his workplace, immediately consulted with his superior,
Mizutani. “I was surprised and pleased to see Enomoto
talking to me with enthusiasm I had never seen him
before.” says Mizutani. Mizutani also participated
in the off-site meeting and the reform of the
Tube/Cable Fabrication Team got started.
Leading
Members
Discuss goals thoroughly
Aside from off-site meetings, the Tube/Cable
Fabrication Team holds meetings for workplace
improvement every week. First, they questioned the
current method of work, “Is the current operation
the best?” even if a solution may not exist and
thoroughly thrashed it out. As a result, presently, their
team has made the most improvements in the Parts
Manufacturing Dept., “The manager at those times
supported and helped me to move forward,” says
Enomoto.
The activities stagnated at times, but with
support from the members of the Executive Office,
they took one step at a time and set the clear goal to
be “World’s number one tube shop.” They discussed
“What is the number one in the world?” and came
to the mutual conclusion “a workplace that you can
proudly show to your families.” Currently, the team is
preparing to hold “Observation tour for families” within
this year.
Takashi Mizutani,
Supervisor
Shigeki Enomoto,
Sub-Supervisor
Special Feature: Coming together to make a better workplace
May 2015 Global Arch
9
1
Trial for reforming the Organizational Culture
Leading
Members
Episode 3
Commercial Aviation & Transportation Systems (Nagoya Aerospace Systems Works District)
MRH Fabrication/Assembly Team, No.3 Middle Parts Production Branch,
Middle Parts Manufacturing Shop, Parts Manufacturing Dept., Commercial Airplanes Div.
Maximize the advantages of consolidating
teams through exchanging honest opinions
Seigi Sakurai
Yuho Tsutsumi
Masaki Fukushima
Change the workplace through
honest discussion
Colleagues help solve
difficult challenges
On April 1, 2014, the fabrication team and assembly
team of MRH became consolidated. Sakurai was
overjoyed with this organization change. “I thought this
was the very opportunity to change the days when I
quietly did given work even if I was not totally willing.”
Before the consolidation, he did not have anyone
to speak about concerns because his team had no
members in his generation.
Sakurai invited junior employees Tsutsumi and
Fukushima to the off-site meeting. And with the
support from Kinoshita, who is in charge of on-site
support, he started the organizational culture reform
activities.
At the first off-site meeting, although some
participants expressed complaints and disgruntlements,
some voiced opinions for improving the organizational
culture. Then they set a goal “Do what's expected as
expected.”
Now, they hold weekly regular meetings.
Starting the use of schedule boards is one of
their accomplishments. “Sometimes we
got stuck during regular meetings, being
unable to find any solution even though
the problem is clear. Sometimes, we
almost lost sight of the purpose of
the meeting. By exchanging honest
opinions at the off-site meetings,
I was able to summon up my
motivation again,” says Tsutsumi.
Currently, Sakurai feels that the advantage of
consolidating teams is maximized by the organizational
culture reform. “If we did not hold the off-site meeting,
I’m afraid the organization change would have been
hollow. By building relationships enabling us to
exchange honest opinions, the team has become truly
unified and efficient to carry out tasks.”
Kinoshita, who watches over the team objectively as
a staff member, says “MRH Fabrication/Assembly Team is
approaching to a workplace that they are proud of.”
Fukushima concludes his thought on his colleagues.
“When someone lost his/her motivation, other members
encouraged him/her and supported each other. I feel I
can overcome any barriers with my colleagues together.”
Takashi Kinoshita
(Administration Team, Middle
Parts Manufacturing Shop,
Parts Manufacturing Dept.)
Off-site meeting report
On March 26, 2015, an off-site meeting was held at the Nagoya Aerospace Systems Works
District. Members who have been participating since its kick-off meeting looked back on the
activities up to then and casually discussed future plans. Here are opinions the participants
expressed. “I realized the importance of spreading improvement on my own initiative.” “I began
to think I want to change the company,” and “I became to listen to people who are in different
positions.” Some say, though, “My superior does not show understanding,” which highlights
one of the challenges to ask for better understanding in the activities.
10
Global Arch May 2015
Members of the Executive Office
Production Planning and Control Dept., Commercial Airplanes Div.,
Commercial Aviation & Transportation Systems
Interview with members of the Executive Office for the
Organizational Culture reform promotion project
Create a workplace where you can
“enjoy working and feel rewarded”
Junko Takeuchi
Takeshi Saito,
Deputy Manager
Naohito Adachi,
Manager
—Please tell us the background of the organizational
culture reform at Nagoya Aerospace Systems Works.
Compliance violations in manufacturing process of
aircraft parts were revealed in June 2011 and we lost
confidence from our customers and the public. To
ensure that this sort of problems would not happen
again in the future, we started activities at the
workplace of the Parts Manufacturing Dept., aiming
at “a workplace climate in which we can operate
production assuring safety and reliable quality.”
—Tell us what kind of activities you engage in.
We hold “off-site meetings” in circumstances
different from usual such as at training centers to
discuss workplace problems by expressing our
honest opinions and provide the participants with
opportunities to look back at the way how we have
worked thus far. An increasing number of employees
who participated in off-site meetings inspired to act
on their own initiative to better workplaces. They are
promoting improvement activities in each workplace
and boosting productivity with the support by the
Executive Office like an escort runner who gives
objective advice.
—What kinds of challenges have you found at a
workplace through your activities so far?
We have seen problems in their attitude toward work.
Every employee, of course, is working hard and
earnestly, but he/she thinks “A work is to be given from
a boss” or “If I raise a question, it will not be sincerely
heard or accepted.” We saw many employees who lost
sight of the meaning or purpose of working. I found
out that the improvement activities, which have been
conventionally conducted at workplace, have not
widely taken place because its original meaning and
purpose were not understood and employees felt being
forced to participate.” In addition, employees had little
chance to share work goals with their colleagues and
couldn’t exert their teamwork fully.
On the one hand, we knew there were many
employees who had some doubts about the current
situation and tried to act against them. Since we started
the organizational culture reform, we, as a core of the
revolution, have made efforts to change our workplaces.
—What is the nature of the organizational
culture reform?
The organizational culture to aim for
Sharing the goal we aim for and
combining with management
Current status
Strong instructions and
orders from a boss
Becoming externally
controlled (decrease
of autonomy) without
thinking about
meanings, purposes or
achievements at all
Changing the attitude
toward work to make the
work more valuable in life
Further, giving
strong orders to
subordinates
Feeling of
hopelessness
Negative spiral
“Your voice” can
change the workplace
Legal & General Affairs Team ,
Nagoya Aerospace General Affairs Group,
Legal & General Affairs Dept.
Tetsuro Mori
The management style that
values employees’ feelings,
reflecting what they wish to do
Thinking that we want to make our works and
workplace better and starting to make changes
= working on your own will
Thinking and struggling together,
and working in a team that break
through challenges
Mai Goromaru
It is for employees who “want to make their lives
better through working” to build a team to create
situations in which they promote business for their
own fulfillment. When the company’s management
policy and employees’ consciousness are integrated,
the employees call on all of their wisdom and
ingenuity and the company’s management policy
is put into practice. Then, employees can find their
work rewarding. This can’t be realized unless we
purposely tackle it through the organizational culture
reform activities.
—As a member of the Executive Office engaging
in the organizational culture, what do you feel
every day?
Meanwhile, we ask employees in their workplaces to
“Have a positive thought” or “Do the job you can be
proud of”, I ask myself if I live up to these expectations
and I sometimes have a hard time bound in the gap
between the ideal and reality. I keep thinking while
reflecting myself and suffering.
—Please tell us your future plan.
We feel our goal is far away because there are still
many employees who don’t understand the true
nature of the organizational culture reform although
an increasing number of the employees who take
actions by themselves. When viewed from the
opposite side, the more understanding, the more
employees call on their wisdom and ingenuity. We
will keep promoting the organizational culture with
patience and increase employees and workplaces
with full of a rewarding sense and enjoyment in works
all over the Nagoya Aerospace Systems Works.
Contact to:
Organizational Culture Reform Promotion
Team
[email protected]
There are boxes called “Your voice” for taking in any comments of trouble at a
workplace, suggestions for improvement and questions regarding various rules.
A total of 75 boxes are put in place, especially at each on-site shop where it is not
easy to use internal e-mail. The accumulated total of comments put into the boxes is
1,454 so far. Although we used to receive many complaints about work environment
at the beginning, the number of such complaints has decreased
thanks to the effects of steady response by each department. We
now hear more opinions about business manners and relationship
in the workplace. We issued “Nagoya Aerospace Systems Works
Guidebook for Improving Your Manners” last fall with reference
to these opinions. It’s three and a half years since we started this
project and we realize on that we are getting credibility gradually
through feedbacks of “Your voice.”
Special Feature: Coming together to make a better workplace
May 2015 Global Arch
11
2
Activities in multinational workplaces
Mitsubishi Hitachi Power Systems Europe, Ltd.
Learn and understand
the culture of each country
We have employees from over 30 countries
in our company. In my team alone we have
employees from Italy, Brazil, the United Kingdom, Japan, Spain and Jordan. I myself, I am
from Italy. In this work environment, we are
constantly using various methods of communication. In order to ensure understanding with each other, we
make an effort to communicate in plain language.
We brainstorm when we need to listen to everyone’s opinion and even occasionally have a team dinner. We find spending
time with each other outside of work help us to develop a good
mutual understanding of our differences and strengths and build
effective team communication. I would like to develop a better
understanding of Japanese cultures since the MHPS headquarters is in Japan.
Commercial Operations Manager,
Service Dept.,
London Headquarters
Terenzio Marinacci
3
Welcoming Thai trainees
Machinery, Equipment & Infrastr
Overcome the language barrier
and communicate with a smile
Deputy Manager, Turbocharger Machining Branch,
Turbocharger Production Shop,
Sagamihara Production Dept.,
Production Management Div.,
Machinery, Equipment & Infrastructure
Tatsuki Ishibe
12
Global Arch May 2015
We have started welcoming Thai trainees from production sites
in Thailand since fall in 2011 and are having various activities
to promote communication with them. They gain trainings
with feelings of unease in a foreign country where the culture
differs from their own and there is no one else they know. We
have actively encouraged communications, hoping that they
get to know Japanese culture and customs, and features and
characteristics of the Japanese people as much as possible.
In particular, we value greetings and arrange single trips on
(MHPS-EUK)
Project Accountant, Finance Dept.
Human Resources and Payroll Assistant,
Olaide Yussuf
Human Resources Dept.
From Nigeria
From the U.K.
Nigerians do not explicitly express opinions when talking
with their superiors, even if their opinions differ. Sometimes it
is difficult when translating from English into the individuals’
native language as misunderstandings can occur. In such
cases, I create drawings to help with the explanation.
Also, misinterpretation is common when we speak in
shortened sentences, perhaps using slang and abbreviations. In these cases, I would call or meet in person to explain. I think it is important to talk slowly and make sure that
the other person understands what you are saying.
The modesty of the English people is sometimes interpreted
as them attempting to keep their distance when actually,
English people are quite friendly. When meeting new people,
we shake hands and greet each other saying “nice to meet
you.” When meeting close friends we will often greet each
other with a hug.
Occasionally we are considered to be rude because
we exchange business cards in the United Kingdom more
casually than in Japan however I am always looking to learn
the business manners and the best way to communicate
with our International colleagues.
Kirstie Smith
Commercial Coordinator,
Facilities Coordinator,
Commercial Team, Service Dept.
Facilities Services
Ahmed Abuoudeh
Hefin Clarke
From Jordan
From the U.K.
In Jordan, compared to the Japanese and British culture,
we express our opinions clearly often using our emotions and exaggerated hand gestures. My colleagues can
sometimes think that this is amusing but it is important
that we understand cultural differences so that we can
work together. Currently I am attempting to understand
the manners and protocols in the United Kingdom, where
I work. In the future, I would like to deepen my understanding of the business culture in Japan and of the International work colleagues I work with in Europe.
I try to approach other people with respect and with an understanding that we have different styles and cultural understanding. Often I find that when I do not understand the meaning
of a conversation, the other person is also confused, it is then
important to work together to get a clear understanding.
I always try to remember that cultural differences can
sometimes create the impression that we are being rude so
building good working relationships and talking face to face can
help with this misconception. I think a caring approach is an effective method for improving the relationships in the workplace.
ucture (Sagamihara Machinery Works)
holidays. As for meals, we also make consideration for foods
they cannot eat for religious reasons.
The challenge is the language barrier in promoting our
activities. To communicate with them, we need to talk through
an interpreter for Thai. Therefore, it would be hard for both
trainers and trainees. Although the period for training is short,
only three months, we encourage Japanese employees to try
to speak Thai and Thai trainees to try to speak Japanese so
that communication can be deepened. At closing of the last
training course, trainees performed a greeting in Japanese
they had learnt.
We had built up our relationships with them enough to
be welcomed by all the trainees when we visited Thailand. We
will develop further relationships between Japanese and Thai
employees to cooperate and engage in better works.
Special Feature: Coming together to make a better workplace
May 2015 Global Arch
13
Mitsubishi Heavy Industries-VST Diesel Engines Private Ltd. (MVDE)
Enjoy interacting through recreation for the realization of
a physically and mentally healthy business life
Assistant Manager,
Human Resources &
Administration
Raghuveer Nayak. K
In order for employees to foster team spirit and
sense of camaraderie in our company, we hold inhouse events during off-time. Cricket is the most
popular in India and we compete for “Challengers
Trophy” among workplaces in June every year.
To give chances for many employees to win,
we also have carom (board game) and chess
tournaments. In the future, we are planning to
have volleyball tournaments to compete among
companies including from neighbors. Through
these events, our employees are physically and
mentally healthy, and working hard in a motivating
workplace.
Nuclear Plant Service Engineering
Co., Ltd. (NUSEC)
4
Company president calls for
first sports festival in 22 years
Various styles of
communication
Here we will introduce you to workplaces around the world
making an effort to communicate off-the-job.
Mitsubishi Heavy Industries Automotive
Climate Control (Shanghai) Co., Ltd.
(MCCC)
Company recreation events
help reduce turnover
Nagasaki Shipyard & Machinery Works
Sub Section Chief,
Human Resources Section
Jin Weizhen
As a regular event, we plant cherry trees to flowerbeds in the industrial
complex, hold spor ts festivals and tournaments for bowling and
badminton. Also, we occasionally hold tournaments for Chinese
chess, soccer, photo contests, and karaoke matches. The badminton
tournament is jointly held by group companies in Shanghai district. In
2014, MCCC was the first place winner.
The number one achievement of holding such events is the low turnover
ratio. Smooth interaction during work frees us from unnecessary pressure
and reduces job-related fatigue. In addition, being able to communicate
between employees and interact with other divisions was also rewarding.
We would like to hold more of such various events in the future.
14
Global Arch May 2015
Our company hold activities such as barbecues and
bowling matches in individual departments. However, we
have not held a company-wide sports/culture activity in
over 20 years. So, as a part of the president policy “Building
a cheerful and safe work environment that enables honest
communication,” last year we planned a sports festival for
everyone to participate with their families. This festival was
held for the first time over the past 22 years, and it was a
major success. Calling for
catchphrase and posters to
the families of our employees
made it exciting even before it
had begun. Many employees
that could not participate
due to business trips said “I
really want to participate next
time.” We plan to hold regular
Manager and General
Administration
sports festivals in the future
Section Manager,
as an employee satisfaction
General Administration Dept.
(ES) activity.
Fumiki Mori
Holding a “Mitsubishi Nagasaki Health Day”
every year for over 20 years
Mitsubishi Heavy Industries Climate Control, Inc.(MCCA)
Mitsubishi Engine North America, Inc. (MENA)
Creating an Informative Workplace with
“Communication Meetings”
HR Generalist, MCCA
Christie Killinger
We hold a “Communication Meeting”
once every quarter in collaboration with
both MCCA and MENA (Turbocharger
Division). All associates and managers
on each shift (three shifts in 24 hours)
gather and enjoy a meal provided
by the management. Everyone also
enjoys a presentation of any important
information that needs to be shared
such as the latest business conditions,
safety issues and training. A couple
times during the year, the managers
cook for the associates to show their
appreciation for all of the employees’
hard work. This is a very important
communication tool for our company.
We will keep building an informative
and friendly workplace through such
events and promote communication
hand in hand with our shared factory,
MENA.
What one expert says
We asked an expert for tips on workplace communication
that can be applied starting from tomorrow.
Enhancing mutual understanding
by seeking more opportunities to
interact
Director, Cuore C Cube Co., Ltd.
Noriko Furutani
[Profile]
For over 20 years since 1987, we hold
a n eve nt to p ro m ote h e a l th c a l l e d
“ M i t s u b i s h i N a g a s a k i H e a l t h D ay ”
that employees and their families
can participate. This was started for
the purpose of safety and health of
Health Service Center, Hospital,
employees. As there are games at this
Nagasaki Shipyard &
event such as jumping long ropes and
Machinery Works
“centipede” race (between teams of
Kaori Yamamoto
runners with their legs linked together)
in which we fight between departments, we practice together to
synchronize our movement in lunchtime and after work. Even when
we are just preparing, everyone starts to get excited. More and more
people participate year after year and now it is well-established as a
regular activity. We aim to improve morale through the unification of
Nagasaki District by this event and spread “Promoting Mental and
Physical Health” from Nagasaki to all groups.
After working for Recruit Co.,
Ltd., became a labor counselor.
Currently, planning and lecturing
at workshops and training
sessions to create a workplace
which mot ivates employees,
for public offices, universities,
major public-listed companies as
well as venture companies. Have
consulted 10,000 people as a
counselors of now.
——What should be aware of when
communicating at workplace in a
global company?
It is impor tant to understand that
individuals have a dif ferent “set of
v a l u e s ” a n d “c o m m o n s e n s e ” i n
terms of “working at a company” and
to know what they really think. As a
Japanese culture, it is common to
expect other person to understand
e v e r y t h i n g w i t h o u t t e l l i n g a l o t,
assuming that “she/he will understand
me if I say this much” or to presume
that my common sense and others’
are not dif ferent. That actually
causes a lot of misunderstanding and
problems.
——What can individuals do to make
workplace where employees can
work positively and energetically, starting from tomorrow?
A workplace where all employees can work positively and
energetically can be created by individuals working there, not
being built by simply establishing company philosophy and
organization. In addition, communication skills can be improved
by “actual experiences.” I recommend to “willingly” have more
opportunities to interact for better achievement based on the
idea that a “correct” answer is not single one in business, while
having a perspective of “enjoying different set of values and
viewpoints for use.”
Special Feature: Coming together to make a better workplace
May 2015 Global Arch
15
Taking the Boeing 787 Dreamliner
into the firmament
The Latest News and Innovations
from Our SBUs
Our SBU manufactures a wing box for Boeing 787. A carbon fiber composite-material 787 wing box is 30m long and 6m wide.
This size is the world’s largest class of airplane with compositematerial wing boxes.
The most significant feature of wing production in our
SBU is to continue mass production as we improve its design at
any one time. Manufacturing and designing closely and frequently communicating to share issues of what to improve, we are
achieving highly efficient and less costly production. In addition,
we facilitated automated operation to reduce manufacturing
time. The “automated drilling machine for upper and lower surfaces” developed by Machine Tool Div. was awarded “Best Innovation” as the world’s fastest machining speed. We will continue reviewing and promoting automation of other processes to
increase production rate in future.
787 wings also serve as fuel tanks with 60 tons and their
required quality is “Ready to Fuel.” By
going through rigorous review and inspections, we are aiming to deliver
ready-to-fly products after fueling. We
will establish a system capable of stable
mass production and actively respond to
the requests made by Boeing.
Wing box of
Boeing 787
Commercial Airplanes Div.
Commercial Aviation &
Transportation Systems
787SBU
Representative of
787SBU
Yuji Hirano
The world fastest “automated
drilling machine for upper and
lower surfaces”
Weekly workplace management reviews help confirm
improvement (Nagoya Aerospace Systems Works)
Teamwork drives
improvements
Amazing
Technology
1
In 787SBU, all departments jointly participate
to promote improvement activities with taking
advantage of the strengths by collocation of
design, production engineering, quality assurance, procurement, research and business
administration departments at the production
site (plant). We have made an achievement of
improvement including work reduction/simplification of lightning protection/anticorrosion
sealing and paralleled work of multiple tasks
for painting.
16
Global Arch May 2015
Amazing
Technology
2
The drilling machine drills, countersinks and inspects about 20,000 holes of an approximately
30 meter long main wing made of CFRP (Carbon-Fiber Reinforced Plastic) at the world’s
fastest speed. The quality of a hole has been
remarkably improved than ever before. Furthermore, the QCD (Quality Cost Delivery) is
top-level in the world with production capacity
of 14 aircrafts per month.
Production lines under construction
Production line enhancement
for stringers at Shimonoseki
Shipyard & Machinery Works
Amazing
Technology
3
Shimonoseki Shipyard & Machinery Works is
promoting to expand its production lines for
stringers* to increase production rate of 787.
The new production line will realize high efficiency and energy saving by introduction of
new automatic water jet machines and energy
saving autoclaves (a curing furnace for composites).
The world fastest “automated drilling machine for upper and
lower surfaces” of 787 composite wing box
(Nagoya Aerospace Systems Works)
*Stringers: An important reinforcement part attached to the
body of aircrafts or ships in the front-back direction
Monthly
News
Digest
1
Round-up of news from various Business Domains and Business Headquarters and
comments from employees
Articles with “ ” icons have also been published as news releases for the general public.
MHI news releases are available at:
http://www.mhi-global.com/news/index.html
[Qatar]
Order Received
for the “Doha Metro Construction”
Land Transportation Systems Div., Commercial Aviation & Transportation Systems
Feb. 20, 2015
Kazushige Yamasu, Project Manager: The FiveMember Consortium led by MHI received an order of “Doha Metro,” the first metro system in the
State of Qatar from Qatar Railways Company. The
system is a fully automated driverless consisting
of three lines which stretch approximately 86km in total with 32
stations: one of the world’s largest urban transportation system
projects. MHI will perform our role as a leader of the consortium
on project management and system integration in addition to
supplying the power distribution system, platform screen doors,
trackwork and tunnel ventilation system and so on. We take this
as an opportunity for the expansion of our transportation business in the Middle East and further contribute to the development of transportation infrastructure in the region.
Image of Doha Metro to be completed (Platform)
*Five-Member Consortium: Mitsubishi Heavy Industries, Ltd., Mitsubishi Corporation,
Hitachi, Ltd., The Kinki Sharyo Co., Ltd. and Thales (in France)
H-25 gas turbine
With the officers of MAGNIT (5th from right: Mr. Sattarov, Vice President of MAGNIT)
2
[Russia]
The officer of MAGNIT,
the largest retailer in Russia, visited Japan
Air-Conditioning & Refrigeration Div., Machinery, Equipment & Infrastructure
Akihiro Nakamura, Team Manager of Sales: On
March 9 and 10, officers from MAGNIT, a Russian
user for reefer units for trucks and trailers that has
10,000 stores across Russia, visited the Biwajima
plant and had a technical meeting. MAGNIT has been using our reefer units since 2013 and
we have delivered 492 units thus far.
These units are used for delivery to
domestic stores in Russia and are
Top officers from MAGNIT visited
highly regarded due especially to the food distribution center which
their performance in warming up in is the largest scale in Japan
low outside air temperatures. We will
continue to enhance our relationship with the company as a strategic
partner in the Russian market.
3
[Myanmar]
Order of gas turbines and
generators for Thilawa generating
plant of Myanmar Electric Power
Enterprise (MEPE)
Mitsubishi Hitachi Power Systems, Ltd. (MHPS)
Mar. 6, 2015
Eri Yoshitani, In charge of Sales:
In Thilawa SEZ, the first special
economic zone for Myanmar, we
received an order for two sets of
the H-25 gas turbines and two
generators for a generating facility, being newly
established by MEPE, from Sumitomo Corporation. This business is for SEZ where Japan leads
its developments and is the first yen-loan-financed
project in 25 years. It is also one of the symbolic
projects representing the friendly and cooperative
relations between Japan and Myanmar. Myanmar
is expecting a demand increase in electricity with
its economic development and we will continue to
push forward for additional orders in future.
MAGNIT Truck with our reefer
unit “TU85”
May 2015 Global Arch
17
Monthly
News
Digest
4
[Japan]
Launch of H-IIA Launch Vehicle
Successful launch of information-gathering satellite
“KOGAKU-5” by H-IIA Launch Vehicle No.28
Space Systems Div., Integrated Defense & Space Systems
Tomoji Iwasaki, Technical Group Leader of MILSET (at the time of
launch): At 10:21:00 a.m. on March 26, H-IIA Launch Vehicle No.28
mounted with the information-gathering satellite “KOGAKU-5” was
launched, and the mission was completed. This is the successful
launch following Launch Vehicle No.27 mounted with the information-gathering satellite “Radar Spare” and marked the 5th in FY2014, the highest
number of launched vehicles per year. The schedule in the second half of the year
was especially tight, launching one launch vehicle every two months. However, we
worked together as a team and made it through in the shortest launching interval
ever. The short launching interval is appealing to our customers, which helps to
expand orders and enhance confidence. We continue working to keep successful
launches in a row with due attention.
H-IIA Launch Vehicle blasted off from launch pad
※MILSET: Mitsubishi Launch Site Service Team
6
At the ceremony (1st from left: Mr. Kataoka, General Manager of MHPS-THAI,
2nd from left: Mr. Sasago, President & Managing Director of MHPS-THAI,
4th from left: Mr. Ozaki, Group Manager of Air Quality Control Systems Business Dept.,
5th from left: Mr. Nagayasu, Director of Flue Gas Desulfurization Technology Dept.)
5
[Thailand]
Awarded “Air Quality Control System
Integrator of the Year”
Mitsubishi Hitachi Power Systems, Ltd. (MHPS)
Norikazu Ozaki, Sales Manager: We received
the “Air Quality Control System Integrator of
the Year” award from Frost & Sullivan, the U.S.
market research company and participated in
the awards ceremony held on April 2 in Thailand. We were evaluated for our achievement of receiving
all the orders of major flue gas desulfurization systems and
acquiring preferential negotiating rights in Southeast Asia in
2014. Encouraged by this award, we will enhance our business activities proactively, building up the systems as a core
of environment business in Southeast Asia where new coalfired power plants are planned to be built in future.
18
Global Arch May 2015
[Japan]
Received “Diversity Award”
presented by NPO J-Win
Women’s Participation Project,
Human Resources & Labor Relations Dept.
We participate in NPO J-Win to
promote and support “women’s
participation” and Mr. Ishii, Vice
President of Integrated Defense
& Space Systems was awarded
an individual award (one person
is selected from more than 100
Mr. Ishii, Vice President
of Integrated Defense &
member companies) at “Diversity
Space Systems with
Award” presented by J-Win. This
the plaque
award is the prize for the individual
who has broken through the status quo with challenging
mind and initiatives and has contributed especially to promote and support “women’s participation” as part of diversity promotion. This award represents the results achieved
through initiatives such as proactive recruitment of female
students with science & engineering backgrounds and
workplace creation for women to work comfortably.
We continue to accelerate the project promoting and
supporting “women’s participation,” taking this award as
encouragement.
At the awarding ceremony
Domain-based regional business meeting hosted by Machinery, Equipment & Infrastructure
7
[Japan]
Domain-based regional business meeting
(Machinery, Equipment & Infrastructure,
Commercial Aviation & Transportation Systems) held
Machinery, Equipment & Infrastructure/ Commercial Aviation & Transportation Systems
On January 29, a domain-based regional business meeting hosted by Machinery, Equipment & Infrastructure was held in Changshu City in China. A total of
35 people attended the meeting: Mr. Miyanaga, President and CEO of MHI, Mr.
Kimura, President and CEO of Machinery, Equipment & Infrastructure, executives
of the corporate department and domain officers as well as representatives of
the bases in China (17 people). We discussed the current management system
and challenges of the shared factory at Mitsubishi Heavy Industries (Changshu)
Machinery Co., Ltd., business overviews of each SBU in China and issues/problems faced at locations in China, and exchanged opinions on how the shared
factory should be in future and activities and ways of thinking applicable to doing business in China. In addition, on March 6, a domain-based regional business meeting hosted by Commercial Aviation & Transportation Systems also
was held in Hiroshima District. The meeting was attended by approximately 30
people including Mr. Miyanaga, President and CEO of MHI, and executives of the
corporate department and the domain. After discussing the future of domestic
manufacturing, activities of exporting infrastructure, financial status of the domain
and so on, they visited parts and assembly plants for commercial aircrafts. In a
question and answer session for all, we exchanged open-minded opinions on
the goals and challenges of the domain.
8
A moment from the ceremony (7th from right: H.E. Dr. Mohammed Saleh Al-Sada, Minister
of Energy and Industry, 8th from right: H.E. Mr. Ahmad Bin Amer Al-Hemaidi, Minister of
Environment, MHI and MHI-AP, 5th from left: Mr. Ito, former Managing Director of MIES)
Domain-based regional business meeting hosted by
Commercial Aviation & Transportation Systems
[Qatar]
Inauguration ceremony of the 500t/d CO2
recovery plant for QAFAC in Qatar
Energy & Environment/Mitsubishi Heavy Industries Asia Pacific Pte.Ltd.(MHI-AP)
Hidenori Kodaira, Project Manager of MHIAP: On February 9, an inauguration ceremony of the completion of a CO2 recovery
plant for QAFAC* was held at Doha in Qatar
under the patronage of H.E. Dr. Mohammed
Saleh Al-Sada, Minister of Energy and Industry. Also H.E.
Mr. Ahmad Bin Amer Al-Hemaidi, Minister of Environment,
MHI and MHI-AP were invited. The plant is the largest CO2
recovery plant for the methanol production enhancement
in the world and for greenhouse gas emission.
This project was contracted in 2012 and completed
in July 2014 two months ahead schedule, and is now in
good operation. The total number of CO2 plant provided
by MHI/MHI-AP is now 11. We are now a major supplier for
CO2 Recovery Plant and are currently building a 5,000t/d
CO2 recovery plant in the U.S. for EOR purposes.
*Q AFAC: Qatar Fuel Additives Company Limited, the leading petroleum
chemistry company in Qatar
Members of the project team
May 2015 Global Arch
19
Monthly
News
Digest
9
[Singapore]
Mr. Maekawa, President and CEO of Energy & Environment (4th from left in the front row), Mr. Ban, Senior General Manager of Chemical Plant & Infrastructure Div. (3rd from left in the front row), Mr. Nakayama, Managing Director of MHI-AP
(2nd from left in the front row)
Commencement Ceremony for Safe Construction at the SBR manufacturing plant held
Energy & Environment/ Mitsubishi Heavy Industries Asia Pacific Pte.Ltd.(MHI-AP)
Fumitaka Miyashige, In charge of MHI-AP Sales:
The commencement ceremony for safe construction at the SBR* manufacturing plant, for which we
received an order from Zeon Chemicals Singapore
Pte. Ltd. was held on February 23, and Mr. Maekawa, President and CEO of Energy & Environment, Mr. Ban, Senior
General Manager of Chemical Plant & Infrastructure Div., and Mr.
Nakayama, Managing Director of MHI-AP attended.
We will continue to work hard to complete the construction safely
and to a high standard that satisfies our customers.
*SBR: Stands for Styrene-Butadiene Rubber and is synthetic rubber used in eco tires
11
[South Korea]
Order for DeNOx catalyst for
No.8 plant from Hadong
Thermal Power Plant in Korea
MH Power Systems Korea Ltd.(MHPS-KOR)/
Mitsubishi Hitachi Power Systems, Ltd.(MHPS)
Official visit to EIAST after signing the contract
10
[Japan]
Received an order for
satellite launch services
from EIAST of UAE
Space Systems Div., Integrated Defense & Space Systems
Minji Yu, Sales Representative: We received an order for DeNOx catalyst for No.
8 plant from Hadong Thermal Power Plant
in Korea. This is the first order since we
drastically enhanced the managing system by having the Korean president come on board this
January. This achievement was accomplished through
our repeated recommendation, together with that of the
employees of the MHPS-Headquarters to customers in
Korea, for the replacement of the catalyst. With a share of
the plate-type catalyst market in Korea exceeding 50%,
we are contributing considerably to Korea’s environmental conservation. Though the market competition is getting intense, we will continue business operations as we
cooperate with the MHPS-Headquarters.
Mar. 9, 2015
Nobuyuki Shiina, Deputy Manager of Business Development: We received an order
from EIAST (The Emirates Institution for
Advanced Science and Technology), an
organization established by the Dubai
Government in the United Arab Emirates (UAE), for the
launch services of the observation satellite (KhalifaSat).
This marks MHI’s third order received from outside
Japan, which has been realized through support such
as that received from our Dubai Office which strives
to approach customers on a daily basis. The satellite
is the first one to be manufactured domestically by
Emirati engineers in the UAE, and is regarded as a
landmark project for the UAE. Leveraging this order as
a boost, Space Systems Div. will continue to expand
customer abroad.
20
Global Arch May 2015
Mr. Takeshita, General Manager of Air Quality Control Systems Business Dept.
(second from the right) in MHPS and employees in charge of catalysts in
MHPS-KOR
k
Lin
t he
pl
Peo
e in
Introducing employees who are always taking on
new challenges in the spirit of the Group’s Corporate Identity:
“Our Technologies, Your Tomorrow.”
e t ion
r
u
F uet nera Aspiring to be the world’s best manufacturer of
G
gear machines with super skiving!
i ng
Project to develop “Mitsubishi Super Skiving System”
Extraordinary innovative gear machining technologies!
“Mitsubishi Super Skiving System” is a system to machine internal gears
used for automobile transmissions, etc. with high speed and high precision. An integrated development consisting of a cutter to cut internal
gears, skiving machine and simulation software that can calculate the
optimum machining conditions, etc. made the system be a gear machining system with high added value. This technology has been successfully
developed precisely because MHI has both cutters and machines as
products. Especially for a cutter, the adoption of multiple cutter blades
realized a longer tool life than before. We are committed to offering new
products that respond to customers’ expectations with innovative technologies for gear machining into the future.
Project members of “Mitsubishi Super Skiving System”
Developing workflow “Mitsubishi Super Skiving System”
Gear Machine Designing Section,
Engineering Dept.,
Machine Tool Div.,
Machinery, Equipment & Infrastructure
Toshimasa
Kikuchi
From November, 2013
Start of the
development of
skiving machine
Started to develop a skiving
machine. We first worked on
alterations to an internal gear
grinding machine because of the
tight schedule for development.
From February, 2014
Start of the trial production
of a cutter
From April, 2014
Start of the development
of a simulation software
From September to October, 2014
All three parts were completed and the
system was presented at an exhibition
With cooperation from a research
center, we made trial models of
barrel-shaped multiple-cutting-edge
cutters using a 3D printer. Succeeded
in gear cutting of expanded polystyrene (soft materials for grinding).
Extended function of the
designing software for a cutter
we were originally developing
enabled a simulation of a form
of the chips and estimation of
tool life.
As a result of trial and error, development was
completed three products and participated
in an exhibition. A debut of the system at
“JIMTOF2014”, one of the three major exhibitions of machine tools in the world, drew a lot
of reaction from the industry.
I check the quality
of machining with
a sample! This
angle is the key!
Joined the MHI Group in 2003. Engaged in gear
machine designing throughout his career ever since.
Mainly involved in development of a new model. In
charge of organizing the project this time by using accumulated experiences.
I design to meet
customers’ needs
I was a presenter at the exhibition.
The machining demonstration attracted
a lot of attention
—— What is your role in the project?
A cutter, a skiving machine and simulation software
have been developed this time, and I am in charge
of designing the skiving machine and organizing the
whole project.
—— What do you keep in mind when you are carrying out your work?
Skiving* was first developed more than 50 years ago
but it didn’t measure up to productization because of
many problems such as durability of cutters and high
cost of the process. However, with taking a cue from
an internal gear grinding machine we uniquely developed several years ago, the project was initiated.
With a goal of “debut at JIMTOF in October 2014,”
we were committed to our work with a feeling of tension that “Failure or backtracking works are unforgivable” because only a short period of less than one
year was given for development. Because the project
was not an extension of existing machining methods
but required us to create a new method, I was deeply
aware that a flexible mindset and imagination would
be more important than knowledge I had obtained.
—— What do you keep in mind when you are carrying out your work?
My superior gives me the following advice daily,
“Proceed with your work as always having a selfimage of being successful.” In the project, especially,
I often face challenges but go over his advice as doing my work with a belief of “I surely can do it.”
What kind of person is
Mr. Kikuchi?
He has a strong inquiring
mind - and he never gives up!
Mr. Kikuchi’s superior
—— Tell us your goals for the future.
I try hard to put the technology into practical use as
soon as possible to respond to customers’ expectations.
I will develop a system to be accepted widely and for
a long time among customers as we are regarded
as “Speaking of skiving, it’s MHI” in future. Working
together with those who are involved, we try hard to
become the best gear machine manufacturer in the
world.
*S kiving: a cutting technology whereby a rotary tool (cutter)
is engaged with a gear blank (workpiece) at a crossed-axes
angle, and synchronously rotated together.
Manager, Gear Machine
Designing Section
Yoshihiro Nose
He never gives up in any difficult situation.
That’s his virtue. He has worked on core
tasks in previous projects and achieved
results in each case. This time, I asked him
to coordinate the whole project for the first
time. I am confident that he will live up to
my expectations.
May 2015 Global Arch
21
Introduction to recent topics at MHI Group Companies Around the World
Our Technologies,
Your Tomorrow
Mitsubishi Heavy Industries
Air-Conditioning Europe, Ltd. (MHIAE)
MHIAE
FROM MANAGING DIRECTOR
Expanding our businesses by
teamwork and partnership
Managing Director
Takehiko Kikuchi
Foundation
February 2013
Discription of Business
Sales and service of air conditioning
products (home use ACs,
commercial-use packaged ACs,
heat-pump type hot-water supply
systems, etc.)
Head Office Address
7 Roundwood Avenue, Stockley Park,
Uxbridge, Middlesex, UB11 1AX,
United Kingdom
Number of Employees
30
22
Global Arch May 2015
MHIAE, established in February 2013, is a company which supplies air conditioning products and hot-water supply systems to
the countries in Europe, Russia and Central Asia through 27 local partners. In Europe where air conditioning was not required
in many countries due to pleasant weather in the past, it has now
increased and spread in popularity due to the effects of global
warming. Additionally countries, in Central Asia such as Azerbaijan
where economy is rapidly growing with rich natural resources, the
air conditioning market is remarkably expanding. MHIAE’s operation is focusing on communication with its associated entities in
order to promptly respond to fluctuations in the market environment. To do so, we are always aiming to improve internal teamwork and partnership with customers in each country.
Information of United Kingdom
▪Population ‌
61,800,000
(as of 2010, Ministry of Foreign Affairs of Japan)
▪A rea approximately 243,000㎢
(Ministry of Foreign Affairs of Japan)
▪Taxi minimum fare
2.40pound /427.2JPY(daytime / weekday)
(exchange rate as of April 8,2015: 1pound=178JPY)
1
2
5
1 Building where MHIAE is located 2 Fernando at work
3 Annemarie with German partner 4 Windsor Castle, close
to MHIAE 5Louis is enjoying delicious dishes in Gastro Pub
3
which is now a popular place in London
4
Let me be your guide!
Providing new hot-water
supply solutions
MHIAE has a fully functioning training facility
which also serves as a product showroom.
Various seminars are offered independently
that target consultants, design offices, distributors and users who plan to purchase
and use our products. Products such as
heat-pump type hot-water supply systems
called Q-ton in particular require proposalbased marketing activities for optimal system
solution suited to each customer’s operating
environment and usage conditions. After a
customer actually operates a product at the
facility to verify the reliability of the product,
we show the customer various case studies
accomplished by us and propose a system
most suited to the requirements of the individual customer. Through these activities,
we have been highly praised upon deliveries
made to customers such as hotels, medical
facilities, student accomodations and offices
through seven countries in Europe including
the U.K. and France. In a quest to expand
our sales, we continue to work on marketing
activities as a team.
Sales and technical staff for Q-ton
o
Cada dia es un nuev
desafio!
Sales Division
Annemarie Schaal
Everyday is
a challenge!
(Germany)
Ein Schlüssel zum
Erfolg:
Flexibilität und Sinn
für Humor!
Key to success: Fle
xibilit y & a sense of
Operations Division
humor
Fernando Martinez (Spain)
Im Distributorenvertriebsteam kooperieren
wir eng mit unseren europäischen Partnern
und versuchen gemeinsam Absatz, Umsatz
und Marktanteile für MHI Klimageräte in den
jeweiligen Märkten zu erhöhen.
Es ist äußerst wichtig, als Team sowohl intern
als auch extern zusammenzuarbeiten, um
bestmögliche Ergebnis zu erzielen, da alle
Europäischen Märkte sehr umkämpft sind.
Die Rolle ist aufgrund der verschiedenen
europäischen Kulturen und Sprachen sehr
spannend und abwechslungsreich. Flexibilität und ein guter Sinn für Humor sind daher
definitiv ein Schlüssel zum Erfolg!
En el equipo de operaciones ayudamos
a nuestros clientes a alcanzar su maximo potencial de ventas apoyandoles
con el suministro de stock y atendiendo sus requisitos logisticos. Nuestro
trabajo require una cooperacion cercana con nuestras fabricas, un buen
entendimiento de los requerimientos
de nuestros clientes y un uso eficiente de nuestro inventario en Holanda.
Tratando todos los dias con diferentes
culturas, economias y regulaciones y
procedimientos especificos por pais y
cliente, cada dia es un nuevo desafio!
In the Distributor sales team we are working
very closely with our European distributors to
increase sales, revenue and market presence
for MHI air conditioning products.
It is vital to work together as a team internally and externally to achieve best possible
results as all markets are very competitive.
The role is very exciting and varied in the
sense that we cater for different European
cultures and languages. Flexibility and a good
sense of humour is definitely a key to success!
In the Operations team we help our
customers to achieve their full sales
potential by supporting them with stock
availability and resolving their logistic
demands. Our role requires a close
cooperation with our factories, a good
understanding of customer’s requirements, and an efficient use of our local
inventory in the Netherlands. Dealing
on daily basis with different cultures,
economies and specific regulations
and procedures by country and customer, every day is a challenge!
May 2015 Global Arch
23
Hiroshima Machinery
Works
Mitsubishi Hiroshima
Soccer Tournament!
▼ Students receiving an explanation about
accelerator businesses before the study tour
On February 21, Mitsubishi Hiroshima Soccer
Tournament was held at the Works ground
outside the premises. A total of 35 teams
with approximately 440 players participated
in the tournament divided into three classes
of A, B, and C, and played exciting games.
Tournament results (A class)
Safety is an
important
theme
Winner Primetals
Second Place Mind (Commercial Aviation &
Transportation)
Third Place Gunners (Commercial Aviation &
Transportation)
Energy & Environment
Mihara Machinery Works
“FY2014 Energy & Environment
Safety Promotion Meeting”
Students from School of
Engineering Osaka University
toured in the accelerator plant
On February 13 and 14, the Safety Promotion Meeting was held at the Izu-Kogen Club. Besides the
attendance by Mr. Maekawa, President and CEO,
Energy & Environment, representatives from the
Energy & Environment, MHPS, Mitsubishi Heavy
Industries Marine Machinery & Engine Co., Ltd. and
the representatives of Safety & Health Group of
MHI gathered to actively exchange opinions on
safety activities conducted on a routine basis.
On February 19, 42 third-year students majoring in Precision Science made a study tour in the accelerator plant. They had valuable
opportunities by active discussions with our employees who had
graduated from the same university regarding the actual manufacturing and business career.
● Navigator
▲The Primetals’ team – the A class champion
for this month
Helmet Boy
Helmet Boy is the character of Energy & Environment
and MHPS for safety. His attractive features are his
glossy forehead and a green cross. He appears in every
safety activity and is watching out for everybody’s safety.
u
k
a
W aku
W
News and topics from
Yokohama Dockyard &
Machinery Works
Sagamihara Machinery
Works
207 teams ran with all their might
at Works Ekiden Race
Starting operation of new
Employees Club
On March 8, The 57th Works Ekiden Race
was held at the Honmoku Plant. The first
runners started at the sound of a signal
gun fired by Head of Works, Mr. Umehara.
1,242 runners raced over a 18.5 kilometer
long course divided up into 6 sections.
Construction work of the new employees club started last May was
completed and the completion ceremony and private viewing were
held on February 23 and March 11
respectively. Its operation started
on March 13.
Race results
Winner of Works MHIEC selected team
Winner of outside Works Generator Div., MHPS
Kobe Shipyard &
Machinery Works
In-house Quoits tournament
In-house Quoits tournament was held during lunch time and 88 teams including ones of
the group companies participated. Many people rushed in the scene every time for support and the site was packed in the amicable atmosphere with cries of joy for every throw.
Tournament results
▲ And they're off!
24
Global Arch May 2015
Winner
Nuclear Plant Component Designing Dept., Nuclear Energy Systems Div. (the upper photo)
Second PlaceComponent Quality Control Section, Quality Assurance Dept., Nuclear Energy Systems Div.
(the lower photo)
Shimonoseki Shipyard &
Machinery Works
Takasago Machinery Works
“MAZEKOZE LIVE” connecting
and creating with music
5th Takasago Hamakaze
Ekiden Race
On March 1, a music event “MAZEKOZE LIVE” was held at Shimonoseki Civic Hall to provide an opportunity for those with or without
disabilities to enjoy together
through music. We support the
event through the MHI’s system
of Funds for Community Engagement and our employees participated as volunteers.
On February 15, 5th Takasago Hamakaze Ekiden Race was held by nine
companies in the city, Takasago city
and the Takasago Chamber of Commerce and Industry. 342 teams participated in the race this time and MHIrelated teams achieved a good result.
▲ All participants
Nagasaki Shipyard &
Machinery Works
Celebrating the diversity found in
nature
On March 7, 16 people from families of the
MHI employees and group companies participated in the environmental activities
for diversity of living things held at “Agurino-oka” in Nagasaki city.
We refreshed our bodies and minds by
engaging with nature through a nature
observation tour, inoculating and gathering of Shiitake mushrooms, cleaning up of
underbrush, etc.
Report
Provided by the Takasago City Hall
* “Wakuwaku” means “lively.”
Feb. - Apr. 2015
works and districts
Nagoya Aerospace
Systems Works
Nagoya Aerospace Systems Works, Nagoya Guidance &
Propulsion Systems Works, Meirei District, Iwatsuka District
65th Mitsubishi Nagoya Ekiden Race!
On March 7, Mitsubishi Nagoya Ekiden Race
was held at Expo 2005 Aichi Japan Commemorative Park. 467 teams that recorded highest in
number participated in the race on the day. Coworkers and families rushed in the scene for
cheering and giving a boost to the race.
Please take
care of your
health!
▲ Newly created smoking areas
Ritto District
Creating workplaces
with clean air
-total indoor smoking ban-
Mr. Fuse, the plant head,
gave a “Super Science Class”
at Tobishima Academy
On March 10, Mr. Fuse, head of
Tobishima Plant (former), visited
Tobishima Academy (educational
institution continuing from elementary to junior high school) in
Tobishima village and give a lecture titled “Jump out to the space”
to the pupils. The pupils were really into the story of aerospace,
and the lecture was well-received
with active questions, exceeding a
50-minute time frame.
Measures for separation of
smoking areas in the district
have been enhanced from
April 1, 2015 to prevent passive smoking and maintain/
promote employees’ health.
Total smoking ban in doors
was adopted and designated
smoking areas were set up
outdoors.
▲Members of champion teams
May 2015 Global Arch
25
WakuWaku Report
Feb.-Apr.2015
Watch!!
Primetals Technologies Japan, Ltd.
“Town Hall Meeting” held in Hiroshima
On February 19, Dr. Heiner Roehrl, COO (Upstream), Mr. Nishi, COO (Downstream), and Mr. Ogawa, SVP (Head of Sales) of the headquarters of Primetals
Technologies Ltd. in the United Kingdom visited Japan and a “Town Hall Meeting” was held at the Hiroshima Branch of the MHI Labor Union Hall. Mr. Nishi,
COO, talked about the organization with global and full-liner system, specially
focusing on the corporate development and advantage on the side of the partners and the direction they are taking, and Dr. Roehrl, COO, eagerly stated
his expectation, saying “We move forward together as everyone makes the
utmost efforts on fulfilling your role and respects each other’s differences with
an open mind.”
Exploring local activities in detail
Technology & Innovation Headquarters
Kobe Shipyard & Machinery Works/Energy & Environment
FY2014 “Achievement Workshop of
Advancement in Manufacturing Process” held
28th Skills Grand Prix Earned a bronze
medal for “lathes job category”
Held the FY2014 “Achievement Workshop of Advancement in Manufacturing Process” on March 23, at Shinagawa HQ building. This workshop was organized
with an aim to horizontally expand the successful cases
of production process innovation and model building
for global expansion in the “manufacturing innovation activities” to the entire group. We had four of our
employees made a presentation about their work and
achievement in product development on the day of the
workshop. Approximately 100 managers and workinglevel employees participated, and the workshop ended
well received.
On February 23, at the Skills Grand Prix (held once
every two years) at the Makuhari International Training
Center, Kenichi Maeda, Precision Component Shop,
Nuclear Plant Manufacturing Dept., Nuclear Energy
Systems Div. (former), received a bronze medal. While
the National Skills Competition is a skill competition for
young skilled workers (basically
under the age of 24), the Skills
Grand Prix is a national skill competition where skilled workers with
the 1st grade of National Trade
Skill Testing and Cer tification
and up compete to be the best in
Japan in skill proficiency of the
specific job categories regardless
of age. Kobe Shipyard & Machinery Works will continue to push
forward toward upskilling to win Kenichi Maeda with
the bronze medal
higher prizes.
Machine Tool Div., Machinery, Equipment & Infrastructure
Presenters with Mr. Yokota, Deputy Head of Technology & Innovation
Headquarters (at that time) (2nd from left in the rear row)
Tohoku Office of Mitsubishi Hitachi Power Systems, Ltd. (MHPS)
FY2014 Thermal Power Seminar held by
MHPS Tohoku Office
On March 3, the seminar organized by MHPS Tohoku Office was held to learn about thermal power generation
with approximately 90 customers including Tohoku
Electric Power Co., Inc. Mr. Nishizawa, President and
CEO of MHPS, explained the business summary, followed by introduction of various new technologies.
Mr. Hosokawa, General Manager of Tohoku Office, giving a presentation
on the concept of the seminar
26
Global Arch May 2015
“Cross-lined Meeting for laser technology”
On March 13, “A cross-lined meeting for laser technology” was held at Machine Tool Div. and laser technology engineers from the company gathered there for
technical exchange. Machine Tool Div. introduced a
new product “laser micromachining system ABLASER”
released last fall and cutting technology of a high-efficiency fiber laser, and opinions about future prospects
and possibilities for practical implementation of such
technologies were exchanged. The Research & Development Center introduced cutting-edge examples,
which helped improve the company’s laser technic.
We will keep working on development of laser and production technologies that leads the world.
Gathered from Machine Tool Div., Research & Development Center,
Monozukuri Engineering Dept. and Mitsubishi Heavy Industries Aero
Engines, Ltd. (MHIAEL)
Watch!!
Kobe Shipyard & Machinery Works/
Energy & Environment
Lecture Meeting for
disaster prevention held
On Februar y 25, as par t of the
events for the enhancement
month of safety and sanitation,
a lecture meeting for disaster
prevention was held with 280
par ticipants including Head of
Works, the Director and Heads of
Mr. Yamaguchi of BCP Japan lectures on disaster prevention
each administration of Kobe Shipyard & Machinery Works. Taishin
Yamaguchi, a disaster prevention consultant of BCP Japan Co., Ltd., was invited to deliver the lecture
entitled “Seven rules to survive an earthquake disaster.” The questionnaire conducted after the lecture
gathered many opinions such as “I hope a lesson learned from the Great Hanshin-Awaji Earthquake is
used to the full”, “I desire to have an opportunity for younger employees to listen to his lecture, as well”
and “It is needed to enhance fall-prevention measures for facilities.”
Mitsubishi Minatomirai Industrial Museum
Renewed Ocean Zone at
Mitsubishi Minatomirai
Industrial Museum
On March 1, the “Ocean Zone” at Mitsubishi Minatomirai Industrial Museum
was reopened after renewal. The theme
for the renewed ocean zone is “Let’s go
to the deep-sea world.” You can learn
the deep-sea world through features
such as the original full-size disassem“SUPER SHINKAI,” the next generation
bled mockup of “SHINKAI 6500” and the
submersible research vessel, enables
next generation submersible research
visitors to experience the thrill of various
vessel simulator, “SUPER SHINKAI.” In
submersible missions
addition, a new feature “Sea Mechanimal” was added which enables visitors
to create their own fish robots via touch screens and then display on a
wide screen. Enjoy hands-on exhibits full of advanced technologies by
actually seeing, touching and experiencing the deep-sea world. We are
planning to have fun events during Golden Week (nathional holidays in
Japan), such as science experiments and movie screening.
Full-size “SHINKAI 6500” disassembled mockup
“Sea Mechanimal” enables visitors to create their own fish robots
via touch screens and then display them on a wide screen
Energy & Environment
Lecture meeting held on “Understanding and
Nursing Care of the Elderly with Dementia”
On February 18, a lecture meeting was held at the Yokohama Building as part of support for employees with problems of nursing care.
Dr. Nakamura of Yokohama Health Service Center explained various symptoms of dementia and support for the patients, and more
than 100 employees audited it with keen interest.
Dr. Nakamura giving her lecture. Many audited it with interest
E ditor’s N ote
We are working on to increase production for Boeing 787 project in future by joining forces as a team.
A “Family Meeting” that was driven by the voice of
employees was held last September, and it was a
good opportunity to express our continuing gratitude to family members. We, as project members,
will keep lifting up our spirits together. Again, I
would like to sincerely express appreciation for all
that worked cooperatively for us.
Administration Group,
Business & Adminstration
Dept.,
Commercial Airplanes Div.,
Commercial Aviation &
Transportation Systems
Two years have passed since I had been in charge
of coordinating the “Global Arch” for Nagasaki region. It serves as a good “trigger” to get involved
with various employees in each section, department
and division through having interviews, taking photos, asking for manuscripts. I will ask continuous
support of everyone in Nagasaki District for “Global
Arch.”
Nagasaki General Affairs
Group,
Legal & General Affairs Dept.
Minato Nagakari
Eriko Nozaki
To: “Global Arch” Executive Office
We are waiting for
your comments!
Inquiries Mail address: Corporate Communication Dept., Business Strategy Office, Mitsubishi Heavy Industries, Ltd.
Fax: +81-3-6716-5860 E-mail: [email protected]
May 2015 Global Arch
27
In 150 years, humans will live
on the moon and Mars.
<In 30 years>
Japan will be resource-rich!
Washington Office,
Mitsubishi Heavy Industries
America, Inc.
Initial Designing Section,
Shimonoseki Ship & Ocean
Engineering Dept.,
Shipbuilding & Ocean
Development Div.,
Commercial Aviation &
Transportation Systems
Christopher Romans
In 2020, I will quit smoking and
get best results on my medical
check!
Ten years from now, my
marriage hunting in full flower.
*I will hang in to avoid it.
Hiroshima Administration &
Service Group,
Procurement Dept.,
Machinery, Equipment &
Infrastructure
Yurina Furuya
Planning & Administration Dept.,
Management &
Administration Div.,
Energy & Environment
Benoit Rulleau
Yosuke Nishino
Hirotake Yokota
Air-Conditioner Designing Group,
Air-Conditioner Designing &
Engineering Dept.,
Air-Conditioning &
Refrigeration Div.,
Machinery, Equipment &
Infrastructure
Takashi Hamachiyo
Voice! Voice! Voice!
People born In 2050 will have
life expectancies of 150 years.
Takasago Power Plant Quality
Control Group,
Power Plant
Quality Assurance Dept.,
Quality Management Div.,
Mitsubishi Hitachi Power
Systems, Ltd.
Honmoku Inspection Section,
Non-Destructive Inspection Dept.,
Yokohama Div.,
Mitsubishi Hitachi Power
Systems Inspection
Technologies, Ltd.
Twenty years from now, you will
be able to enjoy TV with all 5
senses!
Our future
Finance & Accounts,
MH Power Systems Middle East,
LLC
Saad Alam
We asked everyone in our group
for their thoughts on how the future
would look in xxx years.
In 10 years, a manned deep
ocean survey vehicle will reach
10,000 meters deep.
Hull & Engine Outfitting Shop,
Kobe Shipbuilding & Repair Dept.,
Naval Ship Div.,
Integrated Defense & Space
Systems
Syo Yamataki
In 50 years, there will be a
new form of energy that is as
ubiquitous on earth as sunlight
Quality Assurance Group,
Quality Assurance Dept.,
Chemical Plant &
Infrastructure Div.,
Energy & Environment
Syuhei Yokota
Tomoya Onishi
In 20 years,
I will be off to see impressive
sights around the world.
In 2050, I will run and complete
one trip around the moon!!
Nagoya Equipment Procurement
and Service Group,
Procurement Dept.,
Commercial Aviation &
Transportation Systems
Yoshikazu
Tatematsu
Ten years from now
we will see a recurrence of the
bubble economy
In 50 years, everyone will be
able to journey into space.
Hull Equipment Designing
Section,
Nagasaki Ship & Ocean
Engineering Dept.,
Shipbuilding & Ocean
Development Div.,
Commercial Aviation &
Transportation Systems
Pump Production Shop,
Hydraulic & Energy Dept.,
Renewable Energy Business Div.,
Energy & Environment
Primetals Technologies USA LLC
Patrick Henz
Toru Hongo
Hiroshima Safety &
Environment Management
Group,
Human Resources & Labor
Relations Dept.
In 2050, our control apparatus,
Netmation, will have the leading
share of the global market.
Environment System Dept.,
Yokohama Div.,
MHPS Control Systems, Co., Ltd.
Yuka Takaki
Kenji Yamashita
Seiji Hashimoto
In 2115 MHIA-MTD
Will be the market leader,
it is up to you and me!!
In 2115, a space warp machine will
completely eliminate commuting
time to work.
New Plants Section,
Nuclear Estimate & Budget
Control Dept.,
Nuclear Energy Systems Div.,
Energy & Environment
Takuya Nakazawa
In 110 years,
there will be cities in the sky.
Business Development Dept.,
Business Strategy Div.,
Machinery, Equipment &
Infrastructure
Nozomi Ito
In 30 years, I will become a father
I can be proud of to my children.
Engines & Control Equipment
Quality Section,
Engines & Control Equipment
Dept.,
Integrated Defense & Space
Systems
Ryota Kanai
In X hundreds years,
World without war.
Offshore Planning Group,
Ship & Ocean Engineering Dept.,
Shipbuilding & Ocean
Development Div.,
Commercial Aviation &
Transportation Systems
Masao Shimokawa
Thirty years from now
I will cry at my child's wedding.
Machine Tool Div.
Mitsubishi Heavy Industries
America, Inc.
Bill Stockwell
Marine Engine Section,
Engine Sales Dept.,
Engine Div.,
Machinery, Equipment &
Infrastructure
Tomohisa Yokoyama
• Even people involved with the group companies of Mitsubishi Heavy Industries, Ltd. are strictly prohibited from using all the information contained in this group communication
magazine including private one for other purposes or from reproducing it without any permission of the publisher.
MHI Group Communication Magazine “Global Arch” Vol. 25 May 2015
Published by: “Global Arch” Executive Office, Corporate Communication Dept.,
Business Strategy Office, Mitsubishi Heavy Industries, Ltd.
Publisher: Keisuke Saito, General Manager
2-16-5 Konan, Minato-ku, Tokyo 108-8215 Japan/Phone: +81-3-6716-3111
K060-ZZ1505E1-A-0, (19.0) 15-5, ZNK

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