case study of thailand: sustainable career development...

___________________________________________________________________________

2007/HRDWG/FOR/007a

Case Study of Thailand: Sustainable Career Development Throughout Working Life

(Presentation)

Submitted by: Thai Automotive Industry Association (TAIA)

Forum on Sustainable Career Development Throughout Working Life

Chiba, Japan 14-16 November 2007

1

APEC Forum on Human Resources Development 2007

“Sustainable career development throughout working life”

Mr. Ninnart Chaithirapinyo

Honorary President of The Thai Automotive Industry Association

Vice Chairman of Toyota Motor Thailand Co., Ltd.

Today’s topics

1. Introduction• Current employment issues in Thailand• Current situation of The Thai Automotive

Industry2. HRD in Toyota3. HRD for Suppliers and Dealers4. HRD and Corporate Social Responsibility

2

Five major issues on Human Resources

1. Supply shortage of skilled labor2. Mismatch between demand and

supply3. High turnover rate of new comers4. The denial of dangerous, dirty and

difficult job5. Preference of the youth

Introduction

Vacant positions/ Applicants/ Job acquired(2nd Quarter, 2007)

The Chart classified by level of education

Elementary

SecondaryVocational/

Diploma Bachelor’s

degreeHigher Level

Vacant Positions

Job acquired

Applicants

Introduction

Source: Ministry of Labour

3

The Solutions

1. Effective Human Resources Development2. Cooperation between public sector and

private sector on developing education system

3. Restructure of welfare and human resources management

4. Skill Certification System

Introduction

Production, Domestic sales and ExportsProduction, Domestic sales and ExportsProduction, Domestic sales and Exports

1,2501,188

158

559525434

389

584459

411327

928

750

1,125

650682

262218

296363

589485571

144

409

626533

703

624538

21 8 1466

130 152175

42

180233

332

440

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 ?

Production Sales Exports

- 4.7%

+ 15.7%

+ 5.2%1 million

milestone

2 million milestone

Introduction

Crisis

4

HRD for less privileged people

Internal HRDEmployee Relation

CSR

CSR

CSR

CSR

Toyota Thailand Foundation

Suppliers-Safety-Quality- TPS

DealerAfter Sales Service-Training-Contest-Technical School

Industry wide - AHRDP

Scope of ActivitiesIntroduction

Toyota Network in Thailand

TMTTMTEstablished : 1962

Employee : 12,000Capacity: 550,000 U/Y

120 120 DealersDealers

155 155 PartsParts SupplierSupplierss

Regional Regional supportsupportTMAPTMAP--EMEM

CSRCSR•• Toyota Thailand Toyota Thailand

FoundationFoundation

7 7 AffiliatedAffiliated CompaniesCompanies

Introduction

5

2. HRD in Toyota

A. Human resources developmentB. Employee relation management

Corporate Vision1. Be one of the leading core companies of

Toyota within its global network operations.

2. Be the most admired and respected company in Thailand.

A. Human Resources Development1. Basic Concept of HRD Recognition

3. Career Development in TMT 3.1 Training Roadmap 3.2 Working Life Plan

2. HRD Approach in TMT 2.1 Core Competency for Managerial and Office Staff

(White collar) Driven by Toyota Academy Thailand

2.2 Skill Development System for Production Staff(Blue collar) Driven by Asia Pacific Global Production[Training] Center

BackgroundUnderstandingBackground

Understanding

HRD in PracticeHRD in Practice

Mid-to-Long Term Sustainability

Mid-to-Long Term Sustainability

1.1 Business Expansion & Environment Change1.2 Believe of Toyota’s HRD1.3 Toyota Way as Corporate Culture

3.3 Other Activities

HRD

6

► Domestic > Export (140 Countries) ► Production Volume 150,000 > 500,000 Unit / Years.

SOUTH AMERICA

EU & MIDDLE EAST

ASIA & OCEANIA

TOYOTA MOTOR THAILANDSOUTH

AFRICA

1. Basic Concept of HRD Recognition

1.1 Business Expansion & Environment Change

HRD

2. HRD Approach in TMT 2.1 Core Competency for Managerial and Office staff (White Collar)

Toyota WayToyota Way

VisionVisionVision

MissionMissionMission

CompetencyCompetency

Policy (Hoshin)Policy (Policy (HoshinHoshin))Key Behaviors for

Mgt. level (40)Non-Mgt. level (34)

Key Behaviors for Mgt. level (40)

Non-Mgt. level (34)

Company GoalCompany Goal Employee GoalEmployee Goal

HRD

7

1. Kaizen1. Kaizen

2. Problem Solving, & Decision Making 2. Problem Solving, & Decision Making

3. Global Perspective3. Global Perspective

4. Innovative Thinking 4. Innovative Thinking

5. Policy Management5. Policy Management

6. Strategic Leadership 6. Strategic Leadership 7. Achievement Oriented7. Achievement Oriented

8. Customer Focus 8. Customer Focus

9. Cost & Quality Consciousness9. Cost & Quality Consciousness

10. People Development & Coaching10. People Development & Coaching

11. Mutual Trust & Communication11. Mutual Trust & Communication

12. Integrity12. Integrity

CommitmentCommitment

Challenge &Change

Challenge &Change

• Self-reliance• Business Changes

• Role & Responsibility

• Goal Achievement

• HRD• Company Stakeholder

Objective :

Objective :

2.1 Core Competency for Managerial and Office staff (White Collar)

HRD

1. To be “The Core HRD Center of the Toyota Way in Thailand.

2. To enhance business performance and globalization in TMT and networks throughexcellent HRD system.

Mission :

Toyota Academy ThailandEstablishment : May 2004

Target group : 1. All TMT’s employees2. Managements of

Affiliates, Dealersand Suppliers

TMT's Training Record (As of September 2007)

4,037 7,647 9,1193,529

20,80324,332

4,037

11,684

0

5,000

10,000

15,000

20,000

25,000

2004 2005 2006 2007

Persons

Training Result Accumulated Result

Split from HR Dept. to TA

Prepare role expansion to Regional HRD

Org. shifted from Dept. to Div. level

Training for Managements of Toyota Networks(Result : 2004-2006 and Plan : 2007)

17

208

12172

62

143

153295

18

49

62

26

0

100

200

300

400

2004 2005 2006 2007 (Plan)

Trainees

Dealers Suppliers Affiliates

Total 393 (Plan)

Total 97

Total 400

Total 336

Over 800 trainees from Toyota Networks

trained (2004-2006)

HRD

8

2.2 Skill Development System for Production Staff (Blue collar)

Covered 12 companiesin 9 countries

Covered 12 companiesin 9 countries

Trained by Regional Trainers (Thai)

Opening ceremony by Top Mgt of TMC and TMTIncluding TMT Union President on August 1, 2005

HRD

Asia Pacific Global Production [Training] Center : AP-GPCAsia Pacific Global Production [Training] Center : AP-GPC

Newcomer Team Member (TM)

Team Leader (TL)

Group Leader (GL) Manager

Role : Role : Role : Role : - Aware on customer, safety and environment - Maintain Safety / - Make & Maintain - Manage and Maintain - Follow Standardized Work (STDW) Quality Safety / Quality / Kaizen Safety / Quality / Cost / - Stop / Call / Wait / Report accurately - Ensure STDW - Handle abnormality Productivity / HRD

- Teach STDW - Prevent recurrence - Ensure recurrenceprevention

Rule / Manner

TM's Role TL's Role GL's Role Manager's Role

Hoshin Kanri

Basic TPS On-the-Job Development

QC Circle Toyota Job Instruction Toyota Communication Skill

Newcomer Orientation

Standardized Work

Management

Shop Floor Management

Required Capabilities

Skill Development System : Basic Concept for TMT's Production Member

Toyota Production System (STDW & Kaizen)

Toyota Business Practices (Problem Solving)

Type of Training Course

Role Training

Supervisory Training

Floor Management Development System

Fundamental Skill / Element Work / Standardized WorkProduction

Skill Training Maintenance Skill

2.2 Skill Development System for Production Staff (Blue collar)

HRD

9

Grade Position Working Year in Position

Office Production

Grade 9 General Manager 3-5 yrs.

2 yrs.

1 yr.

Grade 8 Deputy General Manager 3-5 yrs.

2 yrs.

1 yr.

Grade 7 Manager or Equivalent

2 yrs.

1 yr.

Grade 6 Assistant Manager or Equivalent 3-4 yrs.

Floor Management Development

Toyota Total Quality Management

Executive Toyota Management Development

Executive Toyota Way

Executive Toyota Production System

Toyota Leadership Development

Role of Multi-Functional Management

Advanced Toyota Way

Toyota Management Development

Toyota Cost and Quality Management

3-5 yrs.

Toyota Human Resources Management

2 yrs.

Required Courses

Management

1 yr.

Advanced Toyota Problem Solving

Toyota Connection Workshop

Toyota Hoshin Kanri

Advanced Toyota Production System

Role of Functional Management

3. Career Development in TMT 3.1 Training Roadmap for Management Level

HRD

3. Career Development in TMT 3.1 Training Roadmap for Non-Management Level

Grade Position Working Year in Position

Office Production

Grade 5 Senior Supervisor, Supervisory Development Program Practical Problem Solving

Chief Engineer, Group Leader Intermediate Problem Solving

or Equivalent Toyota Way for Supervisory

Toyota Production System Toyota Production System 2

QCC for Supervisory Toyota Job Relations

Effective Working Together Group Leader's Role for New GL

Role of Supervisory Floor Management Development

Grade 4 Officer, Engineer, Operational Development Program Basic Practical Problem Solving

Team Leader or Equivalent Basic Toyota Production System Toyota Job Instruction

Basic Problem Solving Toyota Production System 1

Basic QCC / PDCA Team Leader's Role for New TL

Grade 3 Technician or Equivalent 1-3 yrs. Basic Automotive Knowledge

Grade 2 Mechanic or Equivalent 1-3 yrs. Customer Satisfaction

Grade 1 Operator or Equivalent 1-4 yrs. 7 QC Tools

Grade 1-9 Newcomer in all areas within 4 months

Required Courses

Non-Management

2-3 yr.

7 QC Tools

Newcomer Orientation

1 yr.

QCC Advisor

2 yrs.

1 yr.

HRD

10

3.2 Working Life Plan (WLP)

Level CLevel CLevel BLevel B

Level SLevel SLevel ALevel A

SkillSkill

RotationRotation

TrainingTraining

PromotionPromotion

Newcomer

GroupGroupLineLine

ShopShopJob CatJob Cat

TM Program

TM Program

TL Program

TL Program

Mgr. Program

Mgr. ProgramGL

ProgramGL

ProgramTMTM

TLTL

Mgr.Mgr.GLGL

6 years 10 years 15 years

Newcomer Training

Remark : TM - Team Member ; TL - Team Leader ; GL - Group Leader

HRD

► Participant : 9 companies from 7 countries

3.3 Other Activities : Skill Contest

1) Toyota Motor Thailand Skill Contest1) Toyota Motor Thailand Skill Contest

► Internal Shop

► Cross Plant : • Samrong• Gateway• Banpho• Thai Auto Works

2) The 22) The 2ndnd Asia Pacific Skill ContestAsia Pacific Skill Contest

► Thailand won 15 items

3) Toyota Motor Corporation Skill 3) Toyota Motor Corporation Skill Interchange Festival 2007Interchange Festival 2007

► Participant : • TMC / Japan• Team Asia

► Team Asia won2 items (including(Thailand 1 item)

HRD

11

B. Employee relations management1. Employee relations management principle2. How to ensure good relations with employees

2.1 Activities with Toyota labor Union2.2 Activities with all employees

3. Performance of Toyota’s employee relations management

3.1 Level of employee’s engagement3.2 Excellent labor relations awards

Employee relations management

Company Employee

Through good

communication

Ensure stability of employmentImprove working condition

Ownership of responsibility

⇒ Both employee and company share the common value, goal, and target““Prosperity of Company = Happiness of EmployeesProsperity of Company = Happiness of Employees””

1. Employee relations management principleToyota company’s DNA = Mutual Trust & Mutual Respect


12

There are 3 key factors

• Information sharing.

• Communication opportunities.

• Mutual Trust and Respect

2. How to ensure a Good Labor Relations?


2.1 Activities with Labor Union

Information Exchange Meeting

Joint seminar between senior management and Union Committee

Familiar communication between President and Labor Union Committee

Workplace Visit


13

2.2 Activities with all employees

Internal Communication


Service Year VS Engagement Level

95.79%84.81% 85.03%

80.21%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Less than 2 2-5 6-10 More than 10

Service Year

Perc

ent o

f Eng

agem

ent

3.1 Employee’s level of engagement

special attention must be given to this group

Strongest percent of engagement.

95.8%80.2%

3. Performance of Toyota’s employee relations management

Service Year VS Engagement Level (After the Talk Show)

Average Engagement Level before the Talk Show = 50%

Attendance rate = 81.18%

Satisfaction rate = 98%


14

2002

2003

2004

2005

20072006

Excellent Labor Relations Award 2002


Excellent Labor Relations Award2004



Excellent Welfare Award 2003


Excellent Welfare Award 2005Continuous Excellent Welfare Award 2005(3 years)

Excellent Welfare Award 2006Continuous Excellent Welfare Award 2006(4 years)



Continuous Excellent Welfare Award 2007(5 years)

3.2 Excellent Labor Relations Award

Ministry of Labor Award

Prime Minister

Award


3. HRD for Suppliers and Dealers

A. Suppliers1. TPS Activity2. Safety Management3. Quality Management

B. Dealers1. Toyota Education & Training Center2. Toyota Automotive Technology School

15

1. TPS activity of TMAP-EMTMAP-EM established TPS Promotion Sect. since October 1st, 2004.

44 58 78 8181

Number of TPS suppliers.Number of TPS suppliers.

Aim toAim to● Promote TPS to suppliers.● Support supplier’s process

improvement/ kaizen activities● Develop human resource.

20072007200620052004

•Supplier : DNTH•Supplier : DNTH

•Supplier : TSA•Supplier : TSA •Supplier : DSC•Supplier : DSC

HRD for Suppliers

Goods quality is improvedGoods quality is improved

Defect are decreaseDefect are decrease

Good in stock are decreaseGood in stock are decrease

An increase in ProfitAn increase in Profit

Human resource developmentHuman resource development

TPS is the winning strategyfor “Cost Reduction”“Cost Reduction”

1. TPS activity of TMAP-EMHRD for Suppliers

16

TSST-Supplier joint jishuken activityTSST-Supplier joint jishuken activity

What is Jishuken ?What is Jishuken ?“Self study” or “Autonomous study groups”“Self study” or “Autonomous study groups”

Activity target :(a) Productivity improvement.(b) Lead time reduction.

Jishuken at CAP

Jishuken at CAP

Jishuken at DSC

Jishuken at DSC

Jishuken at TER

Jishuken at TER

Toyota Supplier Support TeamToyota Supplier Support Team

1. TPS activity of TMAP-EMHRD for Suppliers

2.1 Safety Policy1. Promote “Zero Risk Workplace”2. Conduct “Off the job safety” to prevent traffic accident3. Promote Safety Activity to partnership

1.1. Promote Promote ““Zero Risk WorkplaceZero Risk Workplace””2.2. Conduct Conduct ““Off the job safetyOff the job safety”” to prevent traffic accidentto prevent traffic accident3.3. Promote Safety Activity to partnershipPromote Safety Activity to partnership

Safety TargetSafety TargetSafety Target

Zero Fatal accident at all TMAP-EM supplier

Zero Fatal accident at all TMAP-EM supplier

2. Safety Management Activity

by Establishment of CCCF Safety activityby Establishment of CCCF Safety activityby Establishment of CCCF Safety activityCCCFCCCF = = CCompletely ompletely CCheck heck CCompletely ompletely FFind outind out

“The source of CCCF Activity is in Th il d”

HRD for Suppliers

17

Make Visual Make Visual Control BoardControl Board

Safety Patrol Safety Patrol by top mgtby top mgt

④④

2.2 CCCF ConceptStep of CCCF Activity

Collective Collective actionaction

Evaluate Evaluate Dangerous Dangerous

Risk Risk by leaderby leader

IdentifyIdentifyhazardous hazardous

point point by all employeesby all employees

①① ②② ③③

Key success of activityKey success of activity1. Top management involvement

2. All members participate in activity3. Management continue follow up & support

⑤⑤

2. Safety Management ActivityHRD for Suppliers

Background

Main problem

Total Receiving Defect Status (Incl. Packing Problem)

10

43

10

25

7 9 7 7

0

20

40

60

2004 2005 2006 2007 (1- 7)

Target Result

PPM

Packing 56%

Quality defect 44%

0

100

200

300

400

500

600

'00 '01 '02 '03 '04 '05 '06 '07

Production VolumeX 1,000 Units

3. Quality Management ActivityHRD for Suppliers

18

MissionMissionMission

Providing the AfterProviding the After--Sales Sales Service training for Service training for DealerDealer’’s staffs and s staffs and TMTTMT’’ssemployeesemployees

Confirm acquired skills by Confirm acquired skills by Certification ExaminationCertification Examination

Promote DealerPromote Dealer’’s staffs s staffs skills by Skills Contestskills by Skills Contest

Social Contribution on Social Contribution on technology transfertechnology transfer

Establishment : 1996Establishment : 1996

Total staffs : 87Total staffs : 87

No. of training courses for No. of training courses for Dealers in 2007 : 223Dealers in 2007 : 223

( 4,210 persons)( 4,210 persons)

1. Toyota Education and Training CenterHRD for Dealers

Training BuildingTraining Building DormitoryDormitoryBody & Paint WorkshopBody & Paint Workshop

In Class TrainingIn Class TrainingBody & Paint TrainingBody & Paint TrainingTechnical TrainingTechnical Training

Training Facilities

HRD for Dealers

19

The Toyota Service Human Resources Development SystemRetention Program

HRD for Dealers

General TGeneral T--TEP : 11TEP : 11Body & Paint TBody & Paint T--TEP : 10TEP : 10

TT--TEPTEP(Toyota Technical Education Program)(Toyota Technical Education Program)

To recruit talented young people into the Toyota network by supporting technical institutions with training materials and equipment

Objective

ObjectObjectiveive

No. of T-TEP Colleges

No. of TNo. of T--TEP TEP Colleges Colleges

HRD for Dealers

20

TEAM 21TEAM 21(Technical Education for Automotive Mastery in the 21(Technical Education for Automotive Mastery in the 21stst century)century)

Performs advances diagnosis procedures for cross-system problems.

Performs basic diagnosis procedures for individual system problems.

Performs frequent repairs within flat rate time.

Performs periodic maintenance within flat rate time.

HRD for Dealers

TSA 21(Toyota Service Advisor Program)

Product Knowledge

Basic Management

Customer Handling

Telephone Skills

Customer Care Skills

Warranty Guide for SA

Automotive Fundamental for Service Advisors

Job Process Control Boards

7-step Service Operations

The Toyota Way

HRD for Dealers

21

B&P TEAM(Body & Paint Technical Education for Automotive Mastery)

HRD for Dealers

Sales Sales StaffStaff

Body Body TechnicTechnicianian

General General TechniciaTechniciann

- National Skills Contests started up in 1975

- The 31th Toyota Sales and Customer ServiceSkills Contests was conducted in 2007 in 8 Categories :

Toyota Sales and Customer Service Skills ContestsHRD for Dealers

Sales Representative, Parts Staff, Service Advisor, CR staff, General Technician, Service Advisor B&P, Body Technician and Paint Technician

22

Establishment Objective & MissionEstablishment Objective & MissionEstablishment Objective & Mission

To supply high quality human resources in timely manner to support after-sales business demand.To comply with Thai government in technology transfer

2 . Toyota Automotive Technology School (TATS)2 . Toyota Automotive Technology School (TATS)HRD for Dealers

TATS General InformationTATS General InformationTATS General Information

Registered name: Toyota Automotive Technology Company Co., Ltd.

Business started: June 1998Education level: Higher Vocational Education

CertificatePeriod of study: 2 yearsNo. of students: New students160 persons/year

Totally 2 levels: 320 persons/yearEntrance Qualification: Minimum high school level

Service Advisor Training Room Customer Service Corner

On vehicle Practice

Parts Training Room

HRD for Dealers

23

Education ProgramEducation ProgramEducation ProgramAutomotive Technology Program Automotive Service Technology Program

Certification provided1) Higher Vocational Education Certificate (GOV)2) MOL Certification for Technician (GOV) 3) Toyota Body & Paint Certificate (TMT)4) Toyota Pro Technician Certificate (TMC)

Career Position : Technician

Certification provided1) Higher Vocational Education Certificate (GOV)2) MOL Certification for Technician (GOV)3) Toyota Technician Certificate (TMT) 4) Toyota Service Advisor Certificate (TMC)

Career Position : After Sales Service staff (Service Advisor, CR officer, Parts staff)

On vehicle examination

Basic of ElectricityPractice

Customer ServicePractice

Computer for Customer Servicing

HRD for Dealers

Job Recruitment RecordJob Recruitment RecordJob Recruitment Record

50%27%

23%

Dealer 35%

Family Business andOther 23%

Further Study 27%(Univ.Level)

TMT &Affiliate 12%

Suppliers 3%

HRD for Dealers

24

4. HRD and Corporate Social Responsibility

A. Contribution to the Thai Automotive Industry

B. Contribution to Thai Society

Quadrilateral Cooperation Projectbetween Thailand and Japan

Contribution to the Thai Automotive Industry

25

AHRDP’s Objectives• To develop Thai automotive human

resource development system at a global standard

• To train Thai trainer to be a multiplier resource for the industry expansion


Skill CertificationSystem

Mold & Die DesignNC Data Machining

Finishing

Manufacturing SkillMind ManagementToyota Production

System

AHRDP’s Contributors

Thai Automotive Institute


26

Technology Transfer

(Business F

ields

Condition neglected)

ProductivityProductivityUpUp

Transfer Production Management Technology to the wider range of Thai Automotive Industry

6 TPS Master Trainers from TMT

Build up TPS Trainers from Auto-part makers, Institute, etc.:Target 20 people / year

LevelLevel--up up AutopartAutopart makers: makers: Target 240 Target 240 SMEsSMEs per year for per year for 8 years 8 years


How to implement TPS to SMEs

② Continuous Flow ① Worksite Control

③ Standardized Work ④ Pull System

①

2 weeks

②

3 weeks

③

3 weeks

④

4 weeks

At Worksite of SMEs

Nissin Kasei Co.,Ltd.Nissin Kasei Co.,Ltd.

CPR Gomu Co.,Ltd.CPR Gomu Co.,Ltd. Siam Senator Co.,Ltd.Siam Senator Co.,Ltd.


27

- Smooth Flow & One Piece Flow ProductionKaizen Items

- Multi-Process Handling- Big Island. (Combined lines)

BeforeBefore AfterAfter

SMEs : Klonkij Intertrade Co.,Ltd.SMEs : Klonkij Intertrade Co.,Ltd. SMEs : Klonkij Intertrade Co.,Ltd.SMEs : Klonkij Intertrade Co.,Ltd.

SMEs TPS Implementation


Area reduction

Result of TPS ImplementationResult of TPS Implementation

Before After Before AfterBefore After

Stock Work In Process

and Finished Good Productivity

(Pcs. / M-H)

30-50%

(1) KPI Improvement

(2) Number of TPS TraineeSkill-up development for Trainee

223 persons 24 Companies Build Up Trainee

Down 30-50%Up

25-75%Down


28

Impression of SME’s Top Management

Our workplace is more safety. It increases the morale of our employees.

Our workplace is more safety. It increases the morale of our employees.

TPS makes problems visualable, so we can continuously improve our production line.

TPS makes problems visualable, so we can continuously improve our production line.

Bangkok Metal Work, Co.Ltd.Managing Director

TSP Metal, Co.Ltd.Genral Manager

Pongpara Codan Rubber, Co.Ltd.Director

TPS creates the opportunity of the business. We are welcome any

customers, cause we’re confident in our production system.

TPS creates the opportunity of the business. We are welcome any

customers, cause we’re confident in our production system.


The multiplier effect of HRD

2 Experts6 Master Trainers

44 Trainers

More than 45000 Automotive industry

employees being trained

15000 TPS staffs

experienced in activity

implementation

1800 TPS Leaders(in-house) developed

17 SMEs

7 SMEs

66 SMEs

100 SMEs

140 SMEs

More than1800 Companies

involved

The group of engineers, technicians and leaders are being developed through this project account for 50% of those groups of employee in Thai Automotive Industry

2005 2015

…SMEs


29

Toyota Thailand Foundation

Establishment : 1992Registered Capital : 400 MBChairman : Pol.Gen Pow SarasinBoD : 15 membersFocus areas

EducationEducation Quality of LifeQuality of LifeSupport to otherSupport to other

organizationsorganizations

Contribution to Thai Society

Pra Dabos School

Automobile Workshop Renovation

• Under the Royal Patronage of HM the King• Support underprivileged students like drug addict or homeless• Provide non-formal vocational education in 6 areas

Activities : 1. Installation of automobile checkup & maintenance equipment

2. Construction of standard classroom

Contribution to Thai Society“Automobile Workshop Renovation &

Development of Automobile Curriculum”

30

Development of Automobile Curriculum

1. Donation of automobile system charts2. Teacher & student training program

Graduates

Current students : 25 persons

Graduates : 18 persons> 11 works for auto garages> 4 returns to continue studies in their hometown> 3 works for non-profit organizations, including

Pradabos Foundation

Pra Dabos School


Support Areas1. Recruitment of Japanese Professors2. Toyota Library and textbook purchase3. Japanese coordinator & research database4. Research Fund5. Academic Activities

Duration : 2006 – 2010 academic years


Toyota Fund for Japanese Language Section, Faculty of Arts, Chulalongkorn University

31

Conclusion

human resources development of Thai Auto Industry

• Generate high quality and productivity

• Export cars and auto parts to over 140 countries

• Trade Values contribute to 10% of GDP

• Create linkage Industry

case study of thailand: sustainable career development...

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