M.H.  PT Manufacturing Dept. No.4 / Manufacturing Division

Isuzu's strength lies in its lateral connections
Tell us about your job?

I coordinate continuous productivity improvement activities for my division as a whole. I also promote exchanges with other plants as one of the three key members leading the Fujisawa Isuzu Society, which is comprised of several hundred members of the Fujisawa Plant.

When do you feel a sense of job satisfaction? What do you find interesting about your job?

I have been involved in assembly work for around 30 years. Throughout the years, I have faced numerous challenges, such as integrating the production lines of different vehicle types into one, streamlining logistics due to layout changes, and making improvements with consideration for diversity. I feel a sense of accomplishment when I work together with everyone to address these difficult tasks.
I have been in charge of the processing floor since June. This taught me about the complexities of processing work, such as of gears. It makes me happy that the operators now greet me when I make daily communication rounds.

What do you find attractive about Isuzu?

I feel comfortable talking to management, and the mood in the workplace is nice. It's also easy to take leave.

What do you value in leading your team?

I am currently leading my team as a manager, and the higher I rise in position, the more acutely I realize that just the way I talk or small changes in my facial expression can affect others, for better or worse. Therefore, I'm careful with the way I talk and my facial expressions, and above all, I really value communication.

How has Isuzu changed and how are you trying to change?

At the actual work site, taking time off or leaving early is not discouraged, and I feel a shift to a more fulfilling life outside work.

Please tell us about your "I Do Declaration."

Each and every employee is working to fulfill the ideals of ISUZU ID and change behavior as part of their own "I Do Declaration."

My I Do Declaration is to "communicate directly with people on the floor and create a workplace with an open, positive atmosphere."
This is because I believe absorbing and sharing information leads to safety and quality, which in turn also leads to productivity.

What actions will you take to be No.1 in one of the four areas outlined in ISUZU ID?

In order to realize No.1 in Engagement, I will actively listen and respond to the voices on the ground.
By actively listening and responding to individual opinions and struggles on the floor, I will leverage what I learn to improve the worksite environment, build trust, and create a workplace with an open, positive atmosphere.

"Mutual Empowerment" is a central theme of ISUZU ID's core value. How are you promoting mutual empowerment in the workplace?

'Mutual empowerment' is about the importance of lateral connections.
When we had to reconfigure the production lines of different vehicle types, we worked with other departments to lead the project to success. When we had to trace back on an issue, we were able to respond to the task and its follow-up through cooperation. When a serious accident occurred, I felt a strong lateral connection between the Tochigi Plant, relevant divisions, and the society. These experiences taught me that we can resolve issues through mutual trust and empowerment.

What would you say to someone interested in joining Isuzu?

If you are motivated and energetic, come work with us at Isuzu!
It is a company that welcomes innovative ideas, where both men and women can thrive in their fields.