Restructuring internship - Bureau of Waterworks Tokyo Metropolitan ...

on-job-training (OJT) at each workplace and who were advisors at the time of accident
or trouble, are soon going to quit the job and leave the workplace all at a time.
(2) Promotion of consignment and deprivation of practical experience
The water supply business is not an exception to the big trend of the times, i.e. “from
the government to the private sector,” i.e. “what can be done by the private sectors
should be left to them.” In addition to the construction works, etc. that have long been
carried out on contract basis, commissioned works performed by expert minority are
increasing in various fields of the water supply business for effective business
operation. Nevertheless, in spite of the increasing number of commissioned works,
there are some jobs left; for instance the job of commission supervision; and, after all,
the Bureau of Tokyo Waterworks bears the ultimate responsibility of round-the-clock
distribution of “safe and high-quality water” to the customers. The capacity to lead, on
the part of the staff doing management and supervision of the commissioned enterprise,
will become all the more important in the future.
In the supervision of a commissioned enterprise the “practical experience” is not an
essential requirement. However, the opinions from the worksite or the reports of
training courses suggest that the “practical experience” does make a difference. In
other words, the capability of an employee to lead the enterprise depends on whether
he/she has practical experience or not. But, with the commissioned works increasing in
number, there are fewer chances for the employees (staff) to perform the job directly in
the workplace, which may lead to the “degradation in the capability of leading and
supervising the enterprise on the spot. Hence, the “pseudo experience” in the training
site becomes increasingly important.
2. Measures for restructuring internship
(1) Drawing up the “Training Plan 2005”
On the basic concept of long-term
effective cultivation of human
resources, we drew up and
announced the “Training Plan
2005” in December 2003 after
making a thorough review of the
training system, etc. Based on
this plan, we restructured
internship (practical training
program) for training so as to
provide required ability
depending on the “years of
experience” in the task the person
is engaged in.
Image of internship (Engineer) with distinct levels
Goal of training
Advanced training course
Ability to lead and cultivate personnel and private enterprise
Intermediate training course
Ability to perform the task by self decision
Lecture
Ability to perform the task as instructed by the supervisor
Intermediate training course
Training for the newly-appointed Lecture Real experience
Lecture Real experience
Basic knowledge about waterworks
1 month
6 months
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Fig.2
Lecture 座 学
Simulated 擬 似 体 験
experience
Simulated experience
3 years
Concept
Overall control
and response
to trouble
Correspondence
to
Case of failure
Case of trouble
Clear vision of
training objective
Target number of years
5 years