Kitakyushu
International
Techno-cooperative
Association

NEWS
No.18
2015
April

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Policy of Management for FY 2015
Outcome of KITA training courses
Highlight of KITA training courses
Recent activities for overseas development cooperation● India ● Viet Nam
10 News & Topics● Speech of thanks at the closing ceremony
11 ● KITA International friendship program
12 ●Technology exchange event at Hai Phòng, Viet Nam

A welding machine with a reduced rateof defective welded pipes (Ms. Nhung)A motorbike parts manufacturing workshop that reduced
the rate of defective parts (Mr. Son)

− Outcome-oriented Approaches of KITA’s Training −Helping the participants in the training to solve the issues they are facing, KITA provides training with anemphasis on the following:
1) Clarification of the needs for training (the problems that the participants are facing)2) Building win-win relationships between the enterprises visited and the participants (partner countries)
3) Follow-up of the training outcomes Please see the article on page 4 for more details.

Kitakyushu International Techno-cooperative Association

A Message from President

Policy of Managementfor FY 2015
Hideki FURUNO, President
Ethnic and religious conflicts are being reported
all over the world. We are told that they may wellaffect the global economy. There is a sense of
uncertainty in the international situation, with thegrowth of emerging nations beginning to sputterand Europe remaining stagnant, and we are now
being told that it is possible that Abenomics andother such earnest endeavors in Japan will find it
hard to get immediate results.
KITA, meanwhile, has been undergoing an
overhaul of our set-up since 2011, based upon thefollowing medium and long term perspectives.
KITA's medium and long term policies
1. Accumulation of KITA’s assets
2. Investigation of “what is typical of KITA" and“the advantages of being based in
Kitakyushu"
Based on these policies, we have promoted thefollowing five guidelines in FY2013 and FY2014. We
have also almost completed our plan running up
until the end of FY2014, as outlined below.
1. Intensify surveying and finding out overseas
needs and building overseas networks(1) Find out and share needs in collaboration
with JICA and related administrative
divisions of the Kitakyushu municipal
government(2) Find out and summarize overseas needs(3) Develop and utilize networks with former
participants overseas
This plan also takes into consideration the fact
that, as one of the world’s eco-cities, Kitakyushu
supports 'green growth' in Asia and theharnessing of 'people power' for green innovation.
2. Enhance and improve the project capabilitiesof training and technical cooperation
We have consolidated partnerships with theparties concerned and improved planning in orderto enhance and boost project capabilities.
(1) Closer cooperation between KITA divisions(2) Establishment of a system for cooperation
with JICA and related administrative
divisions of the Kitakyushu municipal

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KITA NEWS No.18

government(3) Formulation and implementation of theannual plan
We have contributed to the improvement ofproject capabilities, for example by collaboration
in work-related tasks, collaborations between
training projects and technical assistanceprojects, and revitalizing collaborations with JICA
Kyushu and the Kitakyushu municipal government.
At the same time, by securing new forces anddiversifying our personnel, we have boosted andenhanced the human resources upon whom our
project capabilities are founded.
3. Get KITA’s current account balance firmly into
the black
We promoted the following in order to improve
KITA’s financial strength, a prerequisite for further
growth.
(1) Improving the accuracy of KITA’s income
and expenditure plan, and securing a
medium and long term forecast(2) Improving the profitability in each KITA
division
We are steadily fine-tuning the plan andcountermeasures to improve income andexpenditure are taking clear shape.
4. Promote a three-year plan for the maintenanceof our IT infrastructure
Our three-year plan to develop KITA's IT
infrastructure, from FY2012 to FY2014, isproceeding as scheduled.
(1) Complete development of the operations
support system that forms the core of our IT
infrastructure(2) Expand use of the IT infrastructure andpromote training for the introduction of theoperations support system
The development of the centerpiece of oursystem infrastructure, a system to provide support
for training program work, is now complete and acourse of training for its introduction has beenrun. Full-scale operation was launched in FY2014.
5. Establish ourselves as a public interest

incorporated foundation: secure transparency
and disclose information
Tw o y e a r s h a v e p a s s e d s i n c e w e w e r erecognized as a public interest incorporated
foundation, and we are settling into our new
system. Our management as a public interest
incorporated foundation is steadily becoming
entrenched, and we are establishing protocols
and procedures for our daily work.
As indicated above, we are getting results
almost exactly as scheduled.
FY2014 was a year in which we collaborated
even more closely with partners such as
Kitakyushu and JICA Kyushu, and those strong
cooperative relationships helped to intensify
overseas activities.
We have been pushing forward for nearly four
years now with the medium and long term policies
I constantly advocate for KITA, and I have decided
to launch a two-year project (FY2015-16) toestablish the 'KITA brand' as one of the fruits ofour medium and long term policies, a step that will
give added clarity to their image.
This KITA brand will be the core concept of theten-year KITA Master Plan that kicks off in FY2015.
I have formulated guidelines for FY2015, listed
below, with the establishment of the KITA brandas their central focus.

FY2015 Guidelines

1. Enhance and improve project capabilities withthe aim of establishing the KITA brand(1) Training brand: Reliable implementation,from the grasp of local needs to follow up on
outcomesa. Comprehensive grasp of local needsb. Provide solutions and effective expertise,
information and experiencec. Build a win-win relationship between the
countries that participate in a training course
and the companies that collaborate in it
d. Reliable follow-up on the outcomes oftraining courses
e. Greater utilization of networks with former
participants overseas( 2 ) Te c h n i c a l a s s i s t a n c e b r a n d : G l o b a l
deployment of small and medium-sized
Kitakyushu companies
a. S u p p o r t f o r s m a l l a n d m e d i u m - s i z e d
Kitakyushu companies as they start up
activities overseas (act as as a coordinator)-Find out the needs of overseas companies
and match them with what Kitakyushu
companies can offer- Expand markets by proactively launchingactivities overseas and establish production
systems such as joint ventures withoverseas companies
b. Proactive collaboration to launch activities
overseas with the organizations listed below
・Kitakyushu municipal government ・Japan
Association for Trade with Russia and NIS(ROTOBO)・Japan International Cooperation Agency(JICA)
・Japan Cooperation Center for the Middle
East (JCCME)
・Japan External Trade Organization (JETRO)
c. Aggressively boost our visibility overseas via
activities such as overseas seminars andforumsd. Greater utilization of networks with former
participants overseas
2. Formulating and implementing the KITA MasterPlan(1) FY2015: Final draft of the KITA Master Plan
(10-year plan)- Giving concrete form to the scheme toestablish the KITA brand(2) FY2015: Start to move forward with the KITA
Master Plan
- Start work on the realization of the KITA brand3. Further promote the streamlining of project
management(1) Clarify the respective roles of organizations
and operations, and boost coordination
between organizations
・Streamline administrative work and reduce
costs(2) Promote effective use of the IT
infrastructure and improve its functions
4. Establish ourselves as a public interest
incorporated foundation: ensure transparency,
fairness and disclosure(1) Scrupulously protect information andprovide full disclosure(2) Prepare the relevant documents for external
audits by the Cabinet Office and Kitakyushu
municipal government(3) As a public interest incorporated foundation,
establish protocols and procedures for ourdaily work.
As outlined above, we intend to revise the KITA
brand, which has already been given a clear
shape, in FY2015 and FY2016, and to make 2015 theyear in which we build up the momentum to power
forward with the KITA Master Plan during the next
decade.

KITA NEWS No.18

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Highlights of KITA training courses
Outcome-oriented Approaches of KITA’s Training
Dr. Masakatsu UENO, Vice President and Director of the Training Division
KITA celebrates its 35th anniversary this year. Since the start in 1980 with only one course about steel
production technology, operations went on expanding until the number of courses reached 45 in 2009.
For Japan, dependent as it is on foreign countries for the major part of its energy and food, being a“processing and trade nation” is essential. To exist as a “processing and trade nation”, it is indispensable
to “establish a relationship of mutual trust with the world” and in that context, I think ODA is extremely
important.
1. Mat ters implemented with priority in KITA’s
training
The most important thing in the technical training
held in Japan as part of its ODA is to help partnercountries (or the participants in the training) to solve
the issues they are facing. For that reason, KITA
provides training with an emphasis on the following:
1) Clarification of the needs for training (the problems
that the participants or their countries are facing)
The first thing necessary for training is to clearlyspecify the issues. We are making every effort to do
this through dialog with the participants.
2) Building win-win relationships bet ween theenterprises visited and the participants (partnercountries)
Solving the issues of the participants of training
requires not only “information” but also otherspecific means: namely “industrial products”.
In KITA’s training, we invite as partners enterprises
capable of providing us with tools or the like that will
be useful for solving the issues, and in doing so wemake every effort to build win-win relationships.

2. Examples of outcomes (Participants from Viet
Nam)
Outcomes of the course “SMEs Activation in VietNam” are introduced below as examples of thosefound by the site survey.
The course was run every year from 2010 to 2013
and was attended by about 50 participants, including
executives from SMEs in Viet Nam. The course
showed t he par t icipan t s how SME s in Japan,
including their presidents, are working as a team todevelop employee competence, something that
effected a big change in the participants’ way of
thinking.
Immediately after returning home, the participantspresented new management plans focused on
unifying presidents and employees, and succeededin reducing the rate of defective products anddeveloping new technologies.
3. Conclusion
It is my belief that the “results of training” at KITA
will be convincing, even in the eyes of the generalpublic, as long as they are carefully assessed fromthe perspectives of: 1. the outcome; 2. the win-win
relationship.

3) Follow-up of the training outcomes
The achievement of JICA’s training is assessed by:
1. the output subjected to assessment at the end of a
training course; 2. reformation or improvement i.e.
the outcomes resulting from the application of what
was learned in the training by the participants backin their home countries. KITA is working on follow-up
in close cooperation with JICA Kyushu, and at thesame time undertaking outcome surveys through site
visits etc. as an original KITA operation.

A motorbike parts
manufacturing workshopthat reduced the rateof defective parts (Mr. Son)

A welding machine witha reduced rate of defective
welded pipes (Ms. Nhung)

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KITA NEWS No.18

Revitalization of the Community by the One Village One Product Movement“Capacity Development for Entrepreneurs and MSMEs Activation in African Countries (B)”Yasunori NAKASHIMA, Course Leader
The course was projected against the backdrop that in Kenya,
the One Village One Product movement is considered a part of
the “promotion of the growth of micro, small and medium-sizedenterprises in rural areas” and is in action under the jurisdictionof the Ministry of Industrialization.
The 15 participants consisted mainly of local government staff
and the majority of the course was designed to take place in Oita,
where the One Village One Product movement was first
advocated, although the duration of the course was limited toonly one week.
In Oita, the course was centered on visits to the fields ofpeople actually participating in the One Village One Productmovement, such as sweet corn processing or karinto (small
sugar-coated sticks) manufacturing, and listening to theirexperiences. Hearing opinions directly from the people involvedin the movement seemed to be far more stimulating and a morevaluable experience than simply learning from books or lectures.
On the last night in Oita, the participants were divided into
several groups for an overnight stay in farm houses in Ajimu.
They were able to communicate their feelings despite thelanguage barrier, and all sleeping together on futons in a roomwith tatami flooring seemed to be a rare experience for them.
Upon finishing the training course, the participants attended asubsequently held training course in Thailand before returning
home. I fully expect that the participants will make good use oft he lear ning ou tcomes of t his cour se for t he regional
development of Kenya.

With the deputy mayor during a courtesy call to Takeda City Hall

Hoping that Learning Outcomes Flower in the Industries of the Participants’ Home Countries“Practical Technology for Mechatronics and Robots”
Masataka TANIGUCHI, Course Leader“Practical Technology for Mechatronics and Robots” is athree-month course that begins in the cold winter of the endof Januar y, experiences the best seasons of Japan withcherry trees in full bloom and the fresh green of spring, andcon t inues t ill t he end o f A pr il . L as t f iscal year, eigh t
participants were sent here from countries in Asia, Central
and South America and Africa to receive practical training inmechatronics, returning home greatly satisfied with their
exposure to Japanese culture as well.
Current industries call for technical exper ts capable ofhandling entire production systems using multiple fields ofknowledge and techniques covering mechanical, electrical,
control and computer technologies, unlike in the past, when it
was sufficient to be knowledgeable in one field. Fortunately,
Kitakyushu and its neighboring areas are the birthplace of theterm “mechatronics” and are blessed with a number ofrelated industries and educational institutes, presenting an
ideal environment for education about production systems.
T he course consis ted of 4 5% practical training, 4 0 %lec t ur es and 15 % v isi t s t o f ac t or ies and educa t ional
ins titutes, laying emphasis on hands-on training using
practice materials and various apparatuses and devices,
including the programming of control equipment utilizing PIC,
control of mini plants and devices utilizing PLC and simulation
drills utilizing MATLAB.

I firmly believe that the participants’ achievements in thiscourse will help develop the industries of their countries.
Practical training about electronic
circuits and control

Practical training about sequencecontrol utilizing PLC

KITA NEWS No.18

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Highlights of KITA training courses
Promotion of Energy Saving and Introduction of Renewable Energy Starts with Human Resource Training“Energy Efficiency and Renewable Energy”
Yuichi TERADA, Course Leader
The energy consumption of Iran has been at a high level
due to the increasing demand from every sector, calling for
immediate act ions toward t he ef f icient use of energy.
H u m an r e s o u r ce t r ai n i n g i s o n e o f t h e ke y t h i n g s t opromote energy saving and to accelerate the introductionof renewable energy.
W hen I was appointed to take charge of this course,
prior to the participants’ arrival I was worried about how todeal with such mat ters as meals or the arrangement oftime and places for prayers, but the course came to an end
with no cause for concern. As to the meals, we often took
lunch in a bus, Shinkansen or other vehicle due to the tighttime schedules, in addition to which the training sessions
were of ten ex tended due to the barrage of enthusiastic
questions from the par ticipants, who took their training
very seriously.
As we had learned, there were certain restrictions to themeals during their stay, but none regarding vegetables or
seafood, so “onigiri (seaweed-wrapped rice balls)” fromconvenience stores were of great help when we were in arush. As to the prayers, thanks to the cooperation of all theparticipants, no significant problems arose.

All the companies we visited provided us with cordial
treatment, for which I offer them my heartfelt thanks.
Participants
enjoying lunch

A lecture during
the course

Voluntary Improvement Activities Are Fundamental to Productivity Improvement“Dissemination of Productivity Improvement Activity in the Latin-American Countries”
Katsuhiko KAWASAKI, Course Leader
This course was established for the purpose of developing
the capacities of the personnel belonging to divisions in chargeof giving guidance about productivity improvement activities tosmall and medium-sized enterprises in the Caribbean Basinarea. Seven trainees participated this year.
The course focused on qualit y control and productivity
improvement. In addition to the knowledge about various
control methods which they already had, it was considered thatthe training should include the methodology of applying them inthe field, and the course thus included visits to several small
and medium-sized enterprises to have them experience thereality of how they are put into practice in Japan.
The participants seemed to get a feel for the fundamentals ofJapan’s productivit y improvement activities through theon-si te s t udy of t he 5 S act i v i t ies and o t her volun t ar y
improvement activities which the visited enterprises werepracticing based on their mid-term improvement plan, as well
as of aspects such as the practice of disclosure and sharing of
information, and communication between top management andemployees.
In this course, emphasis was given to the development of thecapability to draw up an improvement plan - the goal of thiscourse - something which will be necessary when giving

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KITA NEWS No.18

assistance to the small and medium-sized enterprises of theirown countries. For example, each participant made repeatedrevisions to their action plan until they eventually completed an
improvement plan in line with the QC story, something whichgave them a sense of achievement.
I believe that this course has helped to train people who are
not only knowledgeable but also have the wisdom required tosolve problems on site. Due to differences in working habits
and culture, the Japanese way would be hard to apply exactly
as it is. However, I hope that the participants will persevere in
expanding the productivity improvement activities in their own
unique way and customizing them to suit the situations of theircountries.
Training at the Motoman
Center,YASKAWA
Electric Corporation

Advances in Air Pollution Prevention in the Participants’ Home Countries Expected“Air Pollution Source Management”
Azuma KIDO, Course Leader
First launched in FY2009, this year saw the sixth round of the
JICA training course “Air Pollution Source Management”.
Against a backdrop of common concerns about the escalationof air pollution due to the rapid progress of urbanization indeveloping countries, this course was set up for the purpose ofwidely disseminating preventive measures and was designed
to include such element s as technologies for pollutant
monitoring, development of legal systems and enforcement of
the laws, and technologies for pollution prevention at theemission sources.
This year, 10 participants in total were invited to the course
consisting of one person from Botswana, China, Egypt, India,
Mongolia, Senegal, Uruguay and Vietnam respectively and two
persons from Sri Lanka.
The participants’ job reports showed that the air pollution in
the urban areas of their home countries was worsening fromyear to year due to sulfur oxides, nitrogen oxides, particle
matters and the like emitted from factory chimneys or includedin automobile exhaust gas.
Thanks to the cooperation of many enterprises, the course
was implemented to teach about 1) air pollution monitoring, 2)
measurement of exhaust gas in flues, 3) pollutant emission

control technologies in factories, etc.
I hope that the technologies and hands-on experienceacquired f rom t his cour se may be of great help to t heparticipants in their duties after returning home.
Practicing the measurementof fluorine compounds inexhaust gas in a flue at
Environmental Technology
Service Co., Lt.

Visiting the Air Pollution
Monitoring Station of
DKK-TOA Corporation

What Is Important Is to Implement and Verify the Techniques Learned in the Course“Management of Composting Project”
Tsutomu SASHIWA, Course Leader
This fiscal year’s course was a substantial three-weekcourse, one week longer than las t fiscal year ’s, whichallowed us to increase the number of places visited. Two
students from the Universit y of Kitak yushu andRitsumeikan Asia Pacific University also joined the course
as par t of the global human resource training programdes igned b y JI C A f or uni ver s i t y s t uden t s dur ing t hesummer vacation.
T he par t icipan t s made up a huge group, 15 in t o t al .
Almost all of them behaved proactively and raised so manyques tions that they were always pressed for time.
Exchanges of opinions with Japanese university students
in English and mingling with them after the class seemed tobe fruit ful and exciting to both par ties, and in par ticular
seems to have given the Japanese youths an oppor tunit y
to get rid of their introspective mind-set and to learn how
to communicate with the outside world in English.
I of ten feel that although par ticipants from developingc o u n t r i e s m a y b e l ack i n g i n t e r m s o f e x p e r t i s e an dunderstanding, they behave proactively and laugh a lot
w hene ver an opp or t u n i t y i s o f f er ed - o ne t h i ng t ha t
Japanese youths should perhaps learn from them. I am
sure t hat t he par t icipan t s have lear ned a di ver si t y oftechniques and methods concerning compos tingtechnology and ways of marketing compost, but I would
like to remind them of the importance of implementing andverif ying the learning outcomes for themselves in theirown countries.
Observation of composting
technology at
Hachigame Plan

Lecture on corrugatedcardboard technology

KITA NEWS No.18

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Highlights of KITA training courses
Aiming to Relaunch the Training Course of “Productivity Improvement for Viet Nam”
〜 Report on the Business Trip to Viet Nam 〜
Dr. Masakatsu UENO, Director of the Training Division
Yuichi TERADA, Executive Director for Planning and Coordination of the Training Division
Viet Nam has stepped into a new phase of development aiming
at proclaiming its status as an industrialized country by 2020,
concentrating on the development of institutions, training of
human resources and development of infrastructure. Currently,
more and more Japanese enterprises are actively expanding
their businesses into Viet Nam and the relationship between
both countries is getting closer and closer in different verticals.
The training course of “Practical Corporate Management for
Productivity Improvement for Viet Nam”, after being held yearly
since its start in 2010, came to a successful end last fiscal year.
During the visit to Viet Nam in August last year for the purpose offollowing up the learning outcomes, we interviewed some of theformer participants now in their home country. Many of them
reported with joy that they had produced excellent results intheir activities after returning home.
Former par ticipants and the of ficials of TAC (Technical
Assistance Center of Viet Nam for Small and Medium-sizedEnterprises) were of the opinion that the continuation of thetechnical training course by KITA was fervently desired.
Therefore, we are continuing to hold discussions with theconcerned parties in Viet Nam with the aim of relaunching thishighly reputed training course.
A t t his poin t , w e ar e f acing is sue s concer ning t he
implemen t ing bodies, cos t sharing for t he dispatch ofparticipants, and so on. However, we are committed to making
further efforts toward the early relaunch of the course, startingwith the reexamination of such future issues as the compositionof the training groups.
Meeting at TAC in Ho Chi Minh

A clean room at a plastic
container manufacturer

A Real Feeling of How Big the Results of Training Were
〜 Report on a Business Trip to Kazakhstan 〜
Dr. Takatsugu UEYAMA, Course Leader
I took a trip to Kazakhstan for the purpose of following up on
the area-focused training course about energy saving
implemented in September 2013, and also to investigate theneeds for the country-focused training course that is scheduled
to be held yearly from 2015 onward.
The itinerary included visits to four cities across the country
where all-day seminars, interviews with former participants andvisits to enterprises continued. The mission consisted of one
person from JICA, three persons from KITA and one person as
an interpreter, so we were five in total.
Each one of t he former par t icipant s was excellent ly
performing their duties by applying the outcome of JICA’s
training. What made us feel reassured was that their activities
were opening up areas for more public energy-saving activities
beyond the organizations to which they belong.
Many examples could be observed, such as the introduction of
inverters into their own products -fan & blower- to contribute to
the energy saving of their customers, and the provision ofdiagnosis services to their customers through energy audits
using manuals that they had made on their own.
The state government of Kazakhstan established the Energy
Saving Bureau in the Ministry of Development in 2013 where,
from what we have heard, development of energy-saving laws

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KITA NEWS No.18

modeled upon Japan’s has almost been completed and, as thenext step, “registration of energy-intensive enterprises” and“preparation of procedures giving guidance to energy-auditing
companies ” are being undertaken. They requested that the
coming training course by JICA focus on subjects related to thepoints above.

The government offices quarter in the capital city, Astana. Basic design
by Kisho Kurokawa

Capacity attendance at an energy-saving seminarin the industrial city of Aktobe

Recent activities for overseas development cooperation
One-Tone Coordination Energy-saving Diagnosis for a Cutting-edge
Steel Works in India
Tomoharu ASAHARA, Director of the Technical Cooperation Division
At the request of Nippon Steel & Sumikin Research InstituteCorporation and as part of the CO2 emission reduction activities
under the Japan-India private-public initiative, I joined a mission
sent to JSW/ Vijayanagar Works in India for eight days from
October 25.
Vijayanagar Works is a landlocked steel works on the Deccan
Plateau. It is a rather young steel works that is located on vast
premises and started operations in 1994. Its plant capacity is 10
million tons per year, which is the largest in India.
A s might be expected, i t possessed s tate-of-the-ar t
equipment, and little room seemed to be left for significant
i m pr o vemen t w hen w e lear ned t ha t cen t er p iece s o fenergy-saving technology in steel works such as power
generation by blast furnace top gas pressure and CDQ had
already been introduced. Rather, we were amazed by the youth
and excellence of the technical personnel we met, who willprobably offer stiff competition for Japan’s steel industries.
On the other hand, when we turned our eyes to the outside
world, the surroundings of the steel works were mired in poverty
and, considering that this country has vast territories and a huge
population, we gained the impression that it would take aconsiderably long time until the whole nation could benefit from
India’s economic growth.

With the senior members of the energy department

A bird’s-eye view of Vijayanagar WorksBusiness Exchange with Turkey Started
Kazuya KUDO, Vice President Mitsuaki KAWASHIMA, Technical Advisor
Steel industries in Turkey boast the world’s eighth largest
production scale with their annual crude steel production of 35
million tons. In June 2014, we visited two steel works. Located in
bet ween Europe and A sia and sharing t he his tor y andgeographical conditions of both cultural zones, the steel
industries of Turkey are in a considerably advanced stage as aresult of having introduced technologies and equipment from
Europe.
As part of JETRO’s interregional economic exchanges, aneconomic exchange agreement was concluded between the cityof Kitakyushu and the Organization of the West Black Sea
Economic Cooperation in October 2014. Four companies
representing the companies in Kitakyushu joined the visit thistime (i.e. the second visit) to expedite the exchange in abusiness-like way.
The packed four-day itinerary covered Turkey’s largest electric
furnace mill, as well as steel works in an area from Central
Turkey (the West Black Sea Industrial Zone) to Western Turkey(the Sea of Marmara Industrial Zone).
Our visit to the electric furnace mill enabled us to see Turkey’s
largest mill producing steel bars and wire rods. The company isengaged in the production and sale of steel bars and wire rods asa member of a combine comprehensively engaged not only in thesteel industry but also the marine transportation, agriculture,
forestry and fisheries, power generation, and mining industries.
The mill is situated close to the Aegean Sea in a landscape withdeep blue skies and waters, and we were very struck by its
management, which gives full consideration to the environment.
All the participants in the trip had a safe journey back to Japan,
having obtained footholds for talks that may lead to futurebusiness expansion.
Meeting with ERDEMIR,
a steel works company

The Wooden Horse of Troy

KITA NEWS No.18

9

News & Topics
Speech of thanks at the closing ceremony
from a representative of all the participants who completed
this training course
・Representative: Ms. KINYUAH Gladys Karen Wangu from Kenya
・Training course: Capacity Development for Entrepreneurs and
MSMEs Activation in African Countries (A)・Course period: May 27, 2014 to Jun. 27, 2014
Ladies & Gentlemen,
The course, “Capacity Development for entrepreneurs &MSMEs Activation for Africa”, was comprehensive
and well delivered. The knowledge gained will go along
away in steering the future performance of MSME andthe general economic development of our countries.
Some of us barely knew the OVOP concept, but now
we are experts. The Concept is one way of promoting
export products that are limited in our countries. The
concept facilitates the creation of employment andwealth.
We now see it as solution to the many challenges
facing Africa. The knowledge on how increase of
productivity through application of Kaizen 5S, is one
thing that we greatly appreciate. The knowledge thatyou can reduce cost of production and increase
productivity by just being organized, feels good. In
Africa most MSME are not able to sell their products inregional & global markets; due to limited market
information, but now we know that you can accessmarket information online and make millions at minimal
cost.
T he new k now ledge of available, reliable &affordable wind & hydro electric energy, the solar
lantern for the micro entrepreneurs in the rural areas is
one dream that I don’t want to finish until it’s a reality.
On implementation it will be a real life changer for
many MSME. We recognize that MSME in Africa have
limited capital due to high poverty levels, and we are
therefore requesting JICA to positively consider our
proposals for financial support for the provision ofcheap & reliable source of energy so as to boost theperformance of the African MSME. African has failed
to be competitive in the regional & global markets as aresult of low quality products.
They have failed to realize that qualit y control

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requires just continuous human resource development.
The course has opened our business eyes, and we
now know that skills development is investment & nota cost. I take this oppor tunit y to appreciate thegovernment of Japan for sponsoring and facilitating us
to attend this important course. I also appreciate ourgovernments for allowing us to come this far and beaway from our duties. We feel proud and honored to be
the privileged few. To the administration of JICA-KIC &KITA, I wish to kindly request you on behalf of theparticipants to pass our gratitude to your government& to the Lecturers & Head of Institutions/companies
that we visited. We appreciate the knowledge
imparted to us. Knowledge is power and thank you forgiving us that power.
-omissionAs for the participants I know you would like tocontinue staying here to enjoy the hospitality from ourhost but our families & offices awaits us. So, on yourbehalf I say thank you & goodbye to our host but let it
be just a physical goodbye, let our hearts keep them
not as JICA or KITA officials but as true friends. Ourhost we will miss you all. At this junction I wish journey
mercies to my team members as we travel back to
Africa. Keep Africa- JICA fire burning.
THANK YOU ALL AND GOD BLESS YOU ALL.
(As in the original speech script)

【 KITA International Friendship Programs 】〜 Planning the 1st NSSC Get-Together 〜
Nippon Steel & Sumikin Stainless Steel Corporation (NSSC), Yawata Works

Mr. Kosuke Uchikado, Mr. Wataru Asano
Brrm, brrm! The powerful sound of the ferry's engine
reverberated across Dokai Bay, whose evening waters
reflected the lights of the factories. After the latesummer heat, the sea breeze on October 1st waspleasantly cool as the six participants in the KITA-run
course "Promotion of Energy Conser vation in
Commercial and Residential Sector (B)" and ten of ouryoung employees got together for a ride on the Wakato
ferry.
NSSC is expanding into the overseas market with theaim of becoming a globally-competitive stainless steel
manufacturer. There is thus a need to improve English
competence within the company, but for employeesl i k e u s a t t h e Ya w a t a W o r k s t h e r e ar e f e w
opportunities to have direct dealings with foreigners
and come into contact with 'living' English. We realizedthat that there was nothing for it but for us to reach out
and immerse ourselves in an environment where we
could use English, and went to ask KITA for the chance
to socialize with overseas participants in their training
courses. The KITA Secretariat, which is in charge ofinternational goodwill programs, readily consented
saying, "If it will give the participants happy memories
of Kitakyushu...", and preparations for the get-together
began.
Our theme was to give the participants the chance to
get to know Kitakyushu better, so we planned a trip on
the Wakato ferry, which is used by local people tocross between Wakamatsu and Tobata, areas in
Kitakyushu separated by Dokai Bay, and an informal
meal in Tobata. The Wakato ferry has a 125-year long
history, dating back to the Meiji Era, and is popularwith the citizens of Kitakyushu who affectionately callit the "pon-pon ship". On the evening of October 1st we
assembled at Yahata Station and got the JR train to
Tobata. We felt very nervous when we first met the
KITA participants and the atmosphere was rather
strained, but we gradually relaxed while chatting about
this and that on the train and the ferry. During the meal

we were able to speak English smoothly and became
even better friends. Apparently the KITA participantsalso had a pleasant time, so we are glad that we didplan the get-together. It was a very meaningful eventfor us as well, enabling us to confirm the fruits of ourhabitual study of English.
We are very grateful to the KITA Secretariat for all
their help in planning the get-together. We would like tohold similar events in the future, and ask for yourcontinued understanding and support.

Against a background of Wakato-ohashi-bridge

Enjoying meals at an Izakaya-restaurant

KITA NEWS No.18

11

Topics
Technical Exchange Held in Our Sister City of Hai Phong, Viet Nam
Tomoharu ASAHARA, Director of the Technical Cooperation Division
Toshikatsu MIYATA, Technical Advisors part of JICA’s grass-roots technical cooperation projects, a technical exchange meeting (anA exhibition and business meeting) was held in November 2014 between enterprises in Kitakyushu

and local enterprises. The technical exchange took place in the Vietnamese city of Hai Phong, which
established a sister city relationship with the city of Kitakyushu in April. The exhibited articles are now
permanently displayed in the Hai Phong Industrial Vocational College (HPIVC) with the hope that thedisplay may help encourage local enterprises to improve their production technology and productquality, and to build bridges for business exchanges with enterprises in Kitakyushu.
JICA’s grass-roots project in Hai PhongIn recent years, many Japanese enterprises, including enterprises in
Kitakyushu, are expanding their business to Hai Phong. The actuality,
however, is that the supporting industries out there have not reached fullgrowth, and thus the quality requirements and so on of the Japaneseenterprises cannot be properly satisfied. In such circumstances, the cityof Kitakyushu and KITA are leveraging JICA’s grass-roots projects andunder taking programs such as assistance for HPIVC in preparing
curriculums, and sending professionals to assist local enterprises in
improving their workplaces via “5S” or other factory management
methods.
A technical exchange meeting between the cities of Kitakyushu and Hai
PhongThis technical exchange meeting was held at the Hai Phong Art Display
Center from 12 to 13 November 2014. It was joined by 11 enterprises from
Kitakyushu, and t wo other Japanese enterprises, whose businesscovers a wide range of industrial verticals including metal, precisioneach processing, measurement instruments, logistics and the food(sushi) industry.
From the success of both days, we fully realized how high the motivationof the local enterprises is for the development of technical capabilities
and how keen their interest is in business exchanges with Kitakyushu
enterprises.
Opening of a permanent exhibition area for Kitakyushu enterprises
After the technical exchange meeting had ended, the exhibited articles
were moved to the first floor of the main building of HPIVC and apermanent exhibition area was set up. It is expected that students at thecollege, or working people visiting the college to attend an education
courses, may come into contact with the technologies and products of
the Kitakyushu enterprises, and that the exhibition area will acquaintthem with enterprises
from Kitakyushu.

Advertising display of the meeting

Lively technical exchanges and business talks
at the tables of the participating enterprises

The permanent exhibition area where theexhibition will be held for one year

All correspondence should be addressed to Administration Bureau of KITA:
International Village Center, 1-1-1 Hirano, Yahatahigashi-ku, Kitakyushu City, JAPAN, 805-0062

NEWS

No.18 April, 2015
K itakyushu
I nternational
T echno-cooperative
Association

TEL: +81-93-662-7171 FAX: +81-93-662-7177
E-mail: info@kita.or.jp Web site: http://www.kita.or.jp/english/● Web site in English includes KITA’s outline, recent activities and journals published previously.

TEL & FAX of Other Divisions of KITA are as follows:
Training Division

TEL: +81-93-662-7173 FAX: +81-93-662-7177
Technical Cooperation Division

TEL: +81-93-662-7174 FAX: +81-93-662-7177

E-mail: info@kita.or.jp
E-mail: info@kita.or.jp