How Canon is cultivating future leaders with Japanese excellence

In the rapidly evolving landscape of technology, Canon India has established a benchmark with its Apprenticeship Skill Development Programme. This initiative, launched over a decade ago, aligns with India’s ‘Skill India’ programme, aiming to not only meet corporate needs but also to contribute significantly to the broader industrial landscape.

The programme serves as a bridge between academic learning and industry readiness. Fresh diploma graduates are selected to participate in a curriculum that seamlessly blends theoretical knowledge with practical training. The programme begins with classroom sessions, followed by rigorous hands-on training at Canon’s Technical Excellence Centre (CTEC) in Noida.

However, Canon recognises that technical skills alone are insufficient. As a Japanese company operating in India, Canon has infused its apprenticeship programme with Japanese management philosophies, thanks to a collaboration with Japan’s Ministry of Economy, Trade and Industry (METI) through the Japan-India Institute for Manufacturing (JIM). The Noida centre, now a JIM-certified facility, provides apprentices with real-world experience in servicing Canon’s latest products, including copiers, printing machines, and cameras.

At the heart of Canon’s approach is the integration of Japanese management principles into its training regimen. “The ‘Kaizen’ philosophy, which emphasises continuous improvement through small, incremental changes, is central to our training,” says Shikha Rai, senior vice president, HR and IT, Canon India. Apprentices also learn about ‘HoRenSo,’ a blend of three Japanese principles—Hokoku (reporting), Renraku (communication), and Sodan (consultation)—to enhance their communication and reporting skills, particularly in customer-facing roles.

The programme’s focus on customer satisfaction is underscored by the Japanese concept of ‘Kokai Daiichi,’ meaning ‘customer first.’ Other integral concepts include ‘Muda’ (eliminating waste), ‘5S’ (a workplace organisation method), and ‘PDCA’ (Plan-Do-Check-Act for quality control). Canon also introduces apprentices to its own ‘Sanji Spirit,’ which stresses self-motivation, self-awareness, and self-management—qualities deemed essential for personal and professional development.

“Canon has trained around 300 apprentices through this programme, with approximately 70 absorbed into Canon’s ecosystem,” says Rai, reflecting on the programme’s success. This long-term commitment underscores Canon’s dedication to fostering technical skills in India, especially in the manufacturing sector.

Beyond technical prowess, the curriculum emphasises on-the-job training, where apprentices work alongside senior engineers. This hands-on experience is crucial, as it allows apprentices to grasp the intricacies of servicing high-end equipment, making them industry-ready. After initial training at CTEC, apprentices return to their respective locations for further on-the-job training. They are paired with senior engineers, accompany them on service calls, and participate in the repair and maintenance of equipment, gradually taking on more complex tasks under supervision.

Canon ensures that apprentices stay current by providing training on the latest products, tools, and systems. Practical exposure, including networked scenarios for system configuration and demos, is vital for understanding how these technologies function in real-world settings. But Canon’s training extends beyond technical skills. “We recognise that to be truly industry-ready, apprentices must also excel in communication,” Rai asserts. The programme includes training in presentation, negotiation, persuasion, and influencing skills, ensuring a holistic preparation for their future roles.

The programme also adapts to evolving industry needs, with a particular focus on gender diversity. Historically, the service teams, which form Canon’s largest workforce, have seen low female representation. “It’s uncommon to see women servicing copiers or printing machines in the field, but this presents a unique opportunity for us,” Rai notes. Canon is now prioritising the recruitment of women apprentices, providing them with specialised training to create a pipeline of female talent for permanent roles.

The programme’s success is measured in two key ways. First, an assessment at the end of the year evaluates whether apprentices have acquired the necessary skills and knowledge, with a focus on meeting minimum pass criteria. This ensures confidence in their technical capabilities. Second, employability is assessed, as the programme’s primary goal is to enhance job readiness. While not all apprentices may join Canon, those meeting the criteria are hired, and others are placed with partners or competitors, ensuring they are employable within and beyond the organisation.

In parallel, Canon has launched a skill development programme in Delhi and Mumbai, targeting underprivileged youth who have completed 12th standard but lack the skills required for corporate employment. This two-and-a-half-month programme improves their communication, IT, and interview skills, preparing them for jobs in sectors like BFSI, retail, IT services, and e-commerce. “We aim a 70 per cent success rate with this initiative,” Rai concludes. Whether through the apprenticeship programme under Skill India or this CSR initiative, Canon remains committed to creating employment opportunities for India’s youth.