The quality of products manufactured at overseas manufacturing bases of X Co., Ltd.,a global automobile parts manufacturer, is required to be equal to the quality of theirproducts manufactured in Japan. In order to achieve this, maintaining and improving the technical and skill levels of local staff isessential. Since workers at such overseas manufacturing bases use basically the samemanufacturing facilities as those in Japan,Japanese-style training programs are usedto train local manufacturing engineers and maintenance technicians. The training environment, however, is less ideal than thatin Japan, due to language, lifestyle, education and culture differences. For trainees, acquiring skills required for performing high-level tasks and replacing Japanese workers takes many years. Therefore, manufacturing engineers and maintenance technicians from mother factoriesvisit such overseas manufacturing bases onbusiness trips, or stay there for three to four years as advisors, to train local staff.Since all manufacturing bases are equippedwith facilities with highly advanced innovations, maintenance is important for increasing the plant utilization rate. Training and teaching local staff and enabling them to perform such important tasks require manager- and supervisor-level workers mainly in their forties who are important front-line workers in Japan. Such workers handle training abroad as advisors. Training and providing such advisors will continue to be required. In this article, I would like to introduce the overall trends concerning Japanese workers playing important roles at overseas manufacturing bases as advisors for manufacturing engineering and maintenance, based on the results of interviews with the training center staff in Japan, who assist with the local staff training of overseas group companies.