Exploring the possible applications of cutting edge technology for the 2030 Space Solar Power Station | Customer Feedback vol.1

Vol.1

Exploring the possibilities of
cutting edge processing technologies for
solar power generation in the year 2030

Katsuo Kisara
JAXA R&D, Unexplored Technology Center, Head Researcher in the Precision Mission Research Group

Shosaku Yamamoto
Vice President of Hilltop Co., Ltd., Engineering lecturer at Nagoya Institute of Technology

Yamamoto：: While unfortunate, there is doubt whether Japan can continue to establish itself as a technological center for manufacturing. Up until now, Japanese companies subcontract with other companies, so these companies only make exactly what is specified. I think that Japanese manufacturing cannot be maintained without these companies putting forth the effort to use their brains to make new creations. To produce things on their own, and then challenge themselves with new items, it is necessary to always be developing the necessary core technologies. Mass production is already destroyed, so not only has Japan’s role changed, but Japanese small and mid-size companies need to quickly meet the next stage head-on without relenting in using the technological skills they hold. For Japanese manufacturing, current small and mid-size companies need to stand tall.

Kisara：: I think Japanese technology come into the present age with this outlook of “progress, reflect on the past, and progress again…” So the Tokyo Sky Tree building uses the same earthquake-resistant structure as the makings of a five-storied pagoda; we know it uses the same quake-resistant core as that of Horyuji temple 1200 years ago. Japanese technologies do not get thrown away, rather there are many “one-and-only” technologies. Hilltop is like that, and Kyoto Shisaku’s companies have many one-and-only technologies, so then it’s a matter of how to go about producing these technologies. I think that for JAXA’s technologically-comprehensive space R&D and rocket technology, many small start up companies have gathered together with “one-and-only” technologies. So if we can connect these technologies together, I think there’s still so much we can do.

Yamamoto：: Because we each have proven technologies in different fields, we can create completely new technological developments by combining them together. Kyoto Shisaku has various technological categories. I think that Kyoto Shisaku is really great because we can create new manufacturing through these different arrangements.

Kisara：: I think the best way of thinking is for the totality of Japanese technologies to coordinate together, rather than have one place try to make their own break throughs. I hope that Japanese technologies will continue to connect with one another, as everyone in Kyoto Shisaku is approaching things for “win-win” situations.

Yamamoto：: Thank you. In connecting technology, the cultivation of talented people is very important. Our company’s motto is “cultivating people with understanding and tolerance.” Present Japanese companies do not have room to address understanding and tolerance, but without these, you can’t cultivate the person. If you only look at profits in front of you, actually educating people is an important factor specifically for addressing failures and waste. Japanese companies must have a spirit that cultivates these values. On the other hand, small and medium-size companies do not change top management, so there is time to effectively arrange such individual cultivation. However, we end up trying to streamline things, looking at efficiency and results, and this is also regressive to the path we ought to take. Specifically because of that, it’s vital that we cultivate individuals with real skills who can understand one another.

Kisara：: JAXA’s official name is The Japanese Aerospace Exploration Agency. It’s R&D and our stance is based in research and space development. So I think continuing research is really important. Though we don’t know the results of this research, because we begin from a position of aiming to further explore, with that vision we can progress things and discover seeds. It’s really great if we can match those seeds with the needs of producers, but it’s difficult for the maker to develop with the seeds alone. We face problems specifically because we’re a governmental agency, so our role is as a governmental researcher who offers ideas on a global scale using a breadth of Japanese technologies.

Yamamoto：: Kyoto Shisaku’s final goal is to make Kyoto a top location for prototyping. In order to realize this, we must aim to rapidly establish ourselves as a production service, not only for manufacturing companies, but for other fields too. And rather be something that makes exactly what is specified, unless we establish ourselves as a supporting industry, we can’t win over companies in the west. It is necessary to aim to be a production service that uses new things to produce while putting forth our own knowledge. To re-examine things already made, take hold of each of our strengths, establish the strengths of individual company, and move forward on becoming an industry production service ― that is our goal moving forward at Kyoto Shisaku.