2024.07.08
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Innovating manufacturing sites from the field of education
Rina Suzuki
Section Manager Technical Planning Section,
Machining Technology Center, Research & Development Div., Metalworking Solutions Company
Section Manager Technical Planning Section,
Machining Technology Center, Research & Development Div., Metalworking Solutions Company
Solving manufacturing site challenges through customer-centric workshops
In recent years, manufacturing sites have been facing a variety of challenges, including worker retention, skill transfer, and automation, and addressing these issues through operational improve- ments. While hands-on manufacturing experience is necessary for precise operational improvements, I believe that theoretical and knowledge-based approaches are also essential elements.
At Mitsubishi Materials, we handle cutting tools, which are essential for manufacturing. In the Technical Planning Section, where I work, our main tasks include systematically explaining the phenomena and issues that occur in the use of cutting tools and holding workshops to deepen our customers’ understanding of machining. When organizing these workshops, I am mindful of what customers need to understand. For example, I adjust the presentation style and materials to match the customer’s experience and knowledge of machining. My mission and fulfillment lie in using these workshops to help customers improve their operations and to promote our cutting tools.
In Medium-term Management Strategy FY2031, Mitsubishi Materials has set the goal of “selling solutions to manufacturing sites.” The Technical Planning Section has been offering the “Cutting Academy”* as a paid service for several years. In recent years, it has become clear that there is demand from companies that have been unable to conduct sufficient in-house training due to the COVID-19 pandemic. Moving forward, we aim to support solution-based selling by continuing to provide the information our customers need.
The Technical Planning Section is also responsible for internal training and is dedicated to fostering talent. Developing people takes time, but by steadily working on it, we aim to produce individuals who can eventually become true partners for our customers. That is my goal.
At Mitsubishi Materials, we handle cutting tools, which are essential for manufacturing. In the Technical Planning Section, where I work, our main tasks include systematically explaining the phenomena and issues that occur in the use of cutting tools and holding workshops to deepen our customers’ understanding of machining. When organizing these workshops, I am mindful of what customers need to understand. For example, I adjust the presentation style and materials to match the customer’s experience and knowledge of machining. My mission and fulfillment lie in using these workshops to help customers improve their operations and to promote our cutting tools.
In Medium-term Management Strategy FY2031, Mitsubishi Materials has set the goal of “selling solutions to manufacturing sites.” The Technical Planning Section has been offering the “Cutting Academy”* as a paid service for several years. In recent years, it has become clear that there is demand from companies that have been unable to conduct sufficient in-house training due to the COVID-19 pandemic. Moving forward, we aim to support solution-based selling by continuing to provide the information our customers need.
The Technical Planning Section is also responsible for internal training and is dedicated to fostering talent. Developing people takes time, but by steadily working on it, we aim to produce individuals who can eventually become true partners for our customers. That is my goal.
Creating job satisfaction for team members as a new section manager
How can I achieve the best output from the Technical Planning Section? Having been newly appointed section manager in April 2024, this is a challenge that I am currently facing. Our section has 11 diverse members, including new hires, experienced hires, and transfers from other departments. Everyone has different levels of knowledge based on their backgrounds, while personalities, attitudes toward work, and work-life balance also differ. Incidentally, I also have young children, so naturally, I also need to balance my work with parenting responsibilities.
As a new manager, my approach to achieving optimal output is to assign tasks based on each person’s aptitude and preferences. I have also adopted a style of forming teams flexibly according to the nature of the work and encouraging members to share their knowledge and help each other. Furthermore, I regularly conduct one- on-one meetings to understand each member’s strengths, weaknesses, and aspirations. By respecting these factors as much as possible, I aim to boost team motivation and create a fulfilling work environment. This is my mission as a manager.
As a new manager, my approach to achieving optimal output is to assign tasks based on each person’s aptitude and preferences. I have also adopted a style of forming teams flexibly according to the nature of the work and encouraging members to share their knowledge and help each other. Furthermore, I regularly conduct one- on-one meetings to understand each member’s strengths, weaknesses, and aspirations. By respecting these factors as much as possible, I aim to boost team motivation and create a fulfilling work environment. This is my mission as a manager.
The courage to embrace and build up your career
Having reached my 17th year with the company, I find myself increasingly approached by younger colleagues seeking career advice. Some are deeply concerned about their careers being interrupted due to childbirth or childcare. I believe everyone carries vague anxieties about the future, and I understand how it feels to go through emotional highs and lows based on upcoming performance evaluations. However, despite having taken two maternity leaves, two childcare leaves, and even a sabbatical, I have continued to work as a section manager. So, to those who are concerned about their careers, I encourage you not to always aim for the fastest way to advance your career but to have the courage to accept yourself in the moment and consider your unique career path without comparing yourself to others.
Furthermore, having experienced pe- riods of anguish due to the lack of role models around me, I want to demon- strate a career path that values both life and work. While my choices may not always be the definitive answer, I have persevered and continued working at Mitsubishi Materials to this day, never giving up despite the challenges. I sincerely hope that my career path can become an option for the next generation who will support the company in the future.
Furthermore, having experienced pe- riods of anguish due to the lack of role models around me, I want to demon- strate a career path that values both life and work. While my choices may not always be the definitive answer, I have persevered and continued working at Mitsubishi Materials to this day, never giving up despite the challenges. I sincerely hope that my career path can become an option for the next generation who will support the company in the future.
Suzuki emphasizes the importance of teamwork. “Teamwork flourishes in a flat workplace,” she explains. “However, since some of our members are shy, I start by sharing my true self to close the emotional distance.”
