Chapter 4 - 総務省jects based on digital data. 3D scanners, 3D CAD sys-tems, and other measurement machines convert peo-ple’s ideas or a person’s physical dimensions into digital

1. Overview of ICT’s impact on employmentICT progress has 2 opposite effects: an employment

replacement effect, in which ICT replaces operations previously done by humans, and an employment cre-ation effect, in which increased added value and the cre-ation of new business domains, brought on by ICT ap-plication and use, will increase employment (Figure 4-1-1-1).

The displacement of employment by ICT tends to be

viewed negatively. But it can be viewed positively as well, since the application and use of ICT can improve labor productivity at enterprises and create considerable add-ed values. And in Japan, where the declining birthrate and aging population is forecast to reduce the working population, the application and use of ICT will likely be effective in addressing labor supply limitations.

2. Changes in the forms of employment replaced by ICTPrior research on employment replacement by ICT

has clarified that ICT progress to date has replaced hu-mans in routine types of work operations (for example, accounting operations and production processes) but not in non-routine types of work operations (for exam-ple, research positions and sales positions) or manual

operations (for example, sales promotion operations). There is growing consensus, however, that the rapid ad-vance of AI technology and robotics in recent years will, in the future, replace humans with machines in non-rou-tine types of knowledge operations and complex manual operations too.

3. ICT and new work styles ICT progress is bringing enormous changes to how

people work. For example, telework is making it possi-ble for people to work independent of location. And the proliferation of the sharing economy and digital fabrica-

tion are creating more opportunities for individuals to work on demand without belonging to an organization. Such new work styles will allow people to choose more diverse and flexible working arrangements, which is ex-

Section 1　ICT Progress and Employment

Much recent research around the world often speaks of artificial intelligence (AI) in negative terms, as something with the potential to replace human workers. In this chapter, we present the findings of surveys on this issue of AI and employment given to workers in the United States and Japan and on the sentiments of experts in Japan. We also map out the evolution of AI and suggest measures that will be required in the future to deal with AI.

Prepared from the “Study Report on Issues and Solutions to Regional Employment Creation with ICT” (2015), MIC

Figure 4-1-1-1 Impact of ICT on employment

Advances in ICT

Higher productivity at enterprises

Cut employment Add employment

(Impacts on employment)

Creation of new business domains

Higher added valueLower costs

・ICT will tend to replace jobs with routine types of work operations.

・As ICT helps enterprises grow and expand, they will add more jobs.

・ICT creates new business domains, which will create new jobs.

40

Part 1

Chapter 4ICT Progress and Future Work Styles

CW6_AY057D04.indd 40 2016/12/08 10:25:25

pected to improve their work-life balance.

(1) Teleworka. State of telework adoption by Japanese enterprises

According to the MIC’s 2015 Communications Usage Trend Survey, only 16.2 percent of enterprises answered they had “implemented” telework5 in Japan, a rate that increased to just around 20 percent when adding in en-terprises that answered “have not implemented but have specific plans to do so.”

b. Japan-U.S. comparison of worker perceptions of teleworkWhat do workers think of telework? We surveyed

worker monitors in Japan and the United States about their intentions to make use of telework.

The gap in telework intentions between the 2 coun-tries was significant, with over 60 percent of U.S. work-ers answering “I would like to try telework,” versus 30 percent of Japanese workers. The intention to make use of telework in Japan was only half that in the United States (Figure 4-1-3-1).

(2) Sharing economyConsumers in many countries are starting to accept

new forms of sharing economy services powered by ICT.

We surveyed worker monitors in Japan and the Unit-ed States about their intentions to work in sharing-econ-omy style services (i.e., sharing economy work styles). Over 40 percent of workers in the United States an-swered “I would like to try a sharing economy work

style.” This was more than twice the rate in Japan, where just over 20 percent of workers gave the same answer (Figure 4-1-3-2).

(3) Digital fabricationDigital fabrication technology produces physical ob-

jects based on digital data. 3D scanners, 3D CAD sys-tems, and other measurement machines convert peo-ple’s ideas or a person’s physical dimensions into digital data. The digital data are loaded into 3D printers, laser cutters, and other digital fabrication machines to pro-duce the final object.

We surveyed worker monitors in Japan and the United States about their intentions to make use of digital fabrica-tion. More than half of U.S. workers answered “I would like to try” digital fabrication, which was more than dou-ble the response rate in Japan, where around 20 percent of workers gave the same answer (Figure 4-1-3-3).

(4) New work styles (summary)ICT advancements are set to enable many new work

styles, such as telework, the sharing economy, and digi-tal fabrication. We asked workers in Japan and the Unit-ed States which of these new work styles they found at-tractive. For all work styles, more U.S. workers found them attractive than Japanese workers. This suggests Japanese workers are not looking for change in their work styles. This reluctance is likely one factor for the low intention to take advantage of telework, the sharing economy, and digital fabrication (Figure 4-1-3-4).

5 Telework includes working from home, working at satellite offices, and mobile work.

Prepared from the “Study Report on the Impact of ICT Progress on Employment and Work Styles” (2016), MIC

Figure 4-1-3-1 Workers’ intention to make use of telework (Japan / United States)0 20 40 60 80 100 (%)

US(n=1,105)

Japan(n=1,106)

I would like to try I would not like to try

30.1

63.3

69.9

36.7


Figure 4-1-3-2 Workers’ intention to make use of sharing economy work styles (Japan / United States)

21.5

44.3

78.5

55.7

0 20 40 60 80 100

Japan(n=1,106)

US(n=1,105)

(%)


41

Part 1

CW6_AY057D04.indd 41 2016/12/08 10:25:28

1. Progress in artificial intelligence research(1) What is artificial intelligence?

AlphaGo shocked the world when it defeated the 9-dan rank professional Go player, Lee Sedol, 4 games to 1 in a five-match competition in March 2016. Compared to chess or shogi, Go has a bigger board and infinitely more board combinations. So many believed it would take years before artificial intelligence (AI) could sur-pass human abilities in Go, but AlphaGo’s victory showed the world that AI progress had reached another level.

a. What really is artificial intelligence?The term AI is quite well recognized now, but the

world first learned of it relatively recently at the Dart-mouth Conferences in 1956. In broad terms, AI can be described as “the science and engineering of making intelligent machines, especially intelligent computer programs,” but researchers are divided on the definition of AI. The reason for this, it has been pointed out, is that there is no proper definition of “intelligence” to begin with, so defining “artificial” intelligence is rather impos-

sible. For our purposes, we have not chosen a particular

definition for AI and simply describe AI as “the science and engineering of making intelligent machines, espe-cially intelligent computer programs.”

(2) History of artificial intelligence researchAI research has been ongoing since the 1950s, under-

going several booms and winters in the process. AI is now in the limelight again, in its third boom.

a. Looking back on the first 2 artificial intelligence boomsIn the previous 2 AI booms, society’s expectations for

AI exceeded the technical limits AI could achieve at the time, and the booms fizzled out when this discrepancy became clear. Given this history, it has been said, regard-ing the present third boom, that people need to recognize there will be a gap in the latent potential that AI technical development and implementation, at its most successful, can achieve and what is forecast to be realistic.

Section 2　Present and Future of Artificial Intelligence (AI)


Figure 4-1-3-3 Workers’ intention to make use of digital fabrication (Japan / United States)

20.8

53.9

79.2

46.1

0 20 40 60 80 100

Japan(n=1,106)

US(n=1,105)

(%)



Figure 4-1-3-4 Work styles viewed as attractive (Japan / United States)

25.425.4

20.020.0

11.511.5

13.713.7

7.37.3

4.24.2

42.342.3

36.836.8

5.45.4

10.210.2

0.00.0

30.230.2

49.049.0

20.320.3

20.920.9

14.814.8

18.818.8

11.711.7

57.857.8

54.054.0

16.316.3

20.020.0

0.90.9

8.88.8

0 10 20 30 40 50 60 (%)

Work while having a child, raising children,or caring for parents

Work at more than one job

Work together with people from differentcountries and with different languages

Lend out normally unusedthings or vacant locations

Work using connections andexchanges on social media

Work using reviews and opinionson social media or review sites

Work during the times you like

Work in the locations you like

Work that focuses on creating or shapingconcepts and ideas while shortening the

time spent on design and prototyping

Easily make your concepts and ideas take shapewithout needing to belong to an organization

Other

None of the work styles above are attractive

Japan(n=1,106) US(n=1,105)

42

Part 1

CW6_AY057D04.indd 42 2016/12/08 10:25:31

2. Expanding artificial intelligence applications(1) Examples of using and applying artificial intelligence

Expectations for AI, particularly deep learning, are that application fields will grow, as identification and forecasting accuracies improve, and that the integration of multiple technologies will fulfill functions people have long wanted. AI will certainly develop along multiple paths, but the table below lists the assumptions of ex-perts in the field (Figure 4-2-2-1).

At the same time, it is up to humans to decide how AI will be used, and in which fields, as well as how AI will not be used. Efforts are underway to form a consensus on preventing the use of AI in ways that will harm soci-

ety — ELSI (ethical, legal, and social issues).

(2) Applications of artificial intelligencea. Promising fields for artificial intelligence applications

We surveyed experts in the field on promising fields for AI applications. The results indicated there are quite strong needs for AI applications in fields where social issues are expected to be solved. These include more advanced health examinations, autonomous operation of public transportation, route selection for emergency ve-hicles and ambulances, and easing of traffic congestion and crowding.

1. Artificial intelligence and employment(1) State of artificial intelligence adoption in workplaces

We asked workers in Japan and the United States about the state of AI adoption in their present workplac-es. The results indicated AI workplace adoption at the present time is more advanced in the United States than in Japan (Figure 4-3-1-1).

Next, we asked workers who answered “AI has al-ready been adopted in my workplace” or “AI is planned to be adopted in my workplace” what role or function AI plays (or will play) in the workplace. The most common answer among Japanese workers was “role or function is to reduce current labor levels,” at 41.0 percent, followed

Section 3　Influence of AI Progress on Employment, etc.


Figure 4-3-1-1 State of current and planned AI workplace adoption

5.3

3.1

8.3

5.6

16.5

63.2

51.9

26.3

17.9

0 20 40 60 80 100 (%)

AI already adopted and I have used itAI already adopted, but I haven’t used it yetAI not adopted at the present time, but it is planned to be adopted (planning or under consideration)AI not adopted at the present time and no adoption plansDon’t know

Japan(n＝1,106)

US(n＝1,105)

1.9

(Source) “Study Report on the Impact of ICT Progress on Employment and Work Styles” (2016), MIC

Figure 4-2-2-1 Development of AI and evolution of AI applications

・Autonomous driving・Distribution (last mile)・Robotics

・Big data・Crime prevention / surveillance

・Advertising・Medical diagnoses from images2014

2015

・Education・Secretarial work・Assistance with white-collar jobs

・Translation・EC for overseas markets

・Entry into society・Housework and caregiving・Substitute for emotional labor

2020

Behavior and planning

Multimodal abstraction

Image recognition

Accumulation of even more knowledge

Association with language

Abstraction based on behavior

Autonomous action plans

Recognition of emotionsBehavior predictionsSituational awareness

More accurate recognition

Large-scale knowledge

understanding

Language understanding

Huge improvement in situational

awareness ability

Impact on societyTechnological advance Improved technologiesYear

43

Part 1

CW6_AY057D04.indd 43 2016/12/08 10:25:34

by “role or function is to supplement labor shortages” and “role or function is to raise efficiency and productiv-ity of existing operations,” both at 35.0 percent (Figure 4-3-1-2).

(2) Perceptions on artificial intelligence adoptionWe asked workers in Japan and the United States

about the possibility of AI becoming their work partner (either as supervisor, colleague, or subordinate) and how much they oppose such a possibility. In the United States, many workers “strongly oppose” or “somewhat oppose” AI becoming their colleague or subordinate, whereas many Japanese workers opposed AI becoming their supervisor (Figure 4-3-1-3).

(3) Envisioned impact of artificial intelligence adoption on em-ploymentThere is broad public consensus that AI will engender

2 effects — higher operational efficiencies and produc-tivity and the creation of new operations and businesses — and that these 2 effects will transform the volume of tasks that constitute employment.

The AI effect of higher operational efficiencies and productivity will reduce the amount of tasks in jobs where AI is adopted. On the other hand, the AI effect of creating new operations and businesses is expected to

increase the amount of tasks in newly created jobs. Spe-cifically, AI will create jobs needed to introduce and ex-pand AI and new jobs that make use of AI. The ideal for society is that the newly created task amounts exceed the reduced task amounts, resulting in a net gain in task volumes. Therefore, the creation of new operations and businesses through AI has a significant and large role to play.

There are 4 envisioned impacts on employment that will be brought about by such task volume transforma-tions: (1) partial substitution of employment; (2) comple-mentation of employment; (3) maintenance and expan-sion of employment by directly linking to industrial competitiveness; and (4) improvement of the working environment of women and the elderly, etc. (Figure 4-3-1-4).

a. Impact of growth in artificial intelligence on employment in JapanWe asked experts in the field about what impact AI

adoption and growth will have on employment in Japan. Twenty-three of 27 experts said “AI can make up short-ages in the labor supply caused by the continuation of low birthrates and aging population” (Figure 4-3-1-5).

b. Impact of artificial intelligence workplace adoption on operationsWe asked workers in Japan and the United States


Figure 4-3-1-2 Role or function of AI

35.0

41.0

35.0

31.6

26.5

6.8

6.8

0.0

19.2

39.0

48.6

30.0

19.5

13.5

11.1

2.1

0 5 10 15 20 25 30 35 40 45 50 (%)

Supplement labor shortages

Reduce current labor levels

Raise efficiency and productivity of existing operations

Raise value provided by existing operations(quality, consumer satisfaction, etc.)

Create operations with new value that didn’t exist before

Raise motivation and satisfaction in carryingout existing operations

Raise motivation and satisfaction in carrying out new operations

Other

Japan(n＝117) US(n＝333)


Figure 4-3-1-3 Possibility and opposition to AI as a work partner

Japan(n＝1,106)

US(n＝1,105)

Supervisor Colleague Subordinate

27.5％

46.4％

20.7％

5.3％

Strongly oppose Somewhat oppose Do not really oppose Do not oppose at all

33.9％

29.1％

21.1％

15.9％

25.2％

37.3%

28.3％

9.1％

19.9％

28.3％34.0％

17.8％ 17.3％

25.0％

35.0％

22.7％

28.7％

41.0％

22.9％

7.4％

44

Part 1

CW6_AY057D04.indd 44 2016/12/08 10:25:34

about the impact AI adoption in their current workplace has had on operations. More U.S. workers answered “has had a very large impact” or “has had some impact” than Japanese workers (Figure 4-3-1-6).

We next asked about the impact AI workplace adop-tion has had on the range of operations. More U.S. work-ers answered that operations had increased — total of “increased significantly,” “increased somewhat,” and “increased slightly” — than answered that operations had decreased — total of “decreased significantly,” “de-

creased somewhat,” and “decreased slightly.” Thus, U.S. workers are inclined to view AI adoption as expanding operations. The opposite tendency was seen among Jap-anese workers, with those answering that operations had decreased exceeding those answering that opera-tions had increased by 5.9 percentage points. Thus, com-pared to their U.S. counterparts, Japanese workers are inclined to view AI adoption as narrowing operations (Figure 4-3-1-7).


Figure 4-3-1-4 Envisioned impact of AI adoption on employmentIntroduction and expanded use and application of artificial intelligence (AI)

Influ

ence

on

empl

oym

ent

Complementation of employment

Maintenance and expansion of employment by drectly

linking to industrial competitivenessImprovement of the working

environment of womenand the elderly, etc.

Chan

ges

in th

e ta

sk v

olum

e

Partial substitution of employment

1 2 3 4

Occupations with low potential for

mechanization

Occupations with low potential for

mechanization

Occupations with high potential for mechanization

Introduction of AIExpanded use and

application of AI

Due to the effect of AI on improvingoperational efficiency and productivity,

the task volume of occupations with high potential for mechanization decreases.

Due to the effect of AI on creating new businesses, the task volume of newly

created occupations increases.

Newly created occupations

The task volume increases due to the following two kinds of work:“work required for introducing and penetrating AI” and

“new work utilizing AI.”

AI will not take over all work, in other words, it will not deprive workers of their employment. Instead, it will only take over some tasks for which use of ordinary workers would be costlier for achieving the same level of productivity.

The labor supply shortage caused by progress of the declining birth rate and aging population will be complemented by AI, people working with AI, and people whose task volume has decreased due to AI.

Employment will be maintained and expanded as a result that companies which were early in using and applying AI increase their industrial competitiveness. (However, for Japanese companies, a delay in response to digitization or operational process optimization tends to become an obstacle to the introduction, use and application of AI.

By shifting to highly productive work that efficiently uses AI, people will be able to work flexibly without always being required to work long hours, which will expand working opportunities for women and the elderly, etc.


Figure 4-3-1-5 Impact of AI adoption and penetration on employment in Japan

23

18

16

9

5

4

3

8

0

0 5 10 15 20 25AI can make up shortages in the labor supply caused by the continuation of low birthrates and aging population

Raise operational efficiencies and productivity, leading to shorter working hours

Create new markets and expand employment opportunitiesForm agreeable employment conditions for women,

non-Japanese people, older people, and others

Many people will lose employment and the unemployment rate will increase

Other

No particular impact on employment (n＝27)

(人)

Dependency on AI will grow and people will be less creative in their work

AI will leave many people behind and create employment mismatches

Prepared from the “Study Report on the Impact of ICT progress on Employment and Work Styles” (2016), MIC

Figure 4-3-1-6 Impact of AI workplace adoption on operations

12.6

30.8

33.5

39.8

31.6

17.0

22.3

12.4

0 2010 30 50 7040 60 80 90 100 (%)

Has had a very large impact Has had some impactHasn’t had much impact Has had no impact

Japan(n＝1,106)

US(n＝1,105)

45

Part 1

CW6_AY057D04.indd 45 2016/12/08 10:25:35

1. Facing further artificial intelligence expansion and growth(1) Supporting artificial intelligence

What do workers in Japan and the United States think of preparing for and dealing with future AI growth?

Many U.S. workers said “I’m preparing for AI from the standpoint of using AI so I can continue my current job and duties, such as acquiring AI knowledge and skills.” This suggests an attitude that puts importance on pre-

paring for and dealing with AI growth so that workers can master AI and apply it to their current jobs and du-ties. Conversely, in Japan, more than half of workers said “I’m not doing anything specific to prepare for or deal with AI.” This attitude prompts concerns that people will be left behind as AI expands and grows (Figure 4-4-1-1).

2. Future education and human resources development(1) Needs in study environments and support structures

In both Japan and the United States, there were strong needs for “enriched education and research at institutes of higher learning” and for “support structures for self-development at enterprises” in the area of study environ-ments and support structures, so that workers can ac-quire the skills they need to make use of AI (Figure 4-4-2-1).

At the same time, support for individual self-develop-ment alone is, naturally, insufficient to establish the con-ditions for AI adoption and usage. For example, Recruit Holdings has successfully laid the groundwork for all employees to make use of AI in 3 stages: (1) hiring AI

experts who take work from all workplaces across the organization; (2) increasing the number of AI experts and assigning AI experts to workplaces who work along-side people in the workplace; and (3) creating conditions for all employees to use AI through systemization.

As this example shows, when it comes to acquiring the necessary attributes and skills to use AI, it is more important that the enterprise lower the barriers to AI usage, while employees study to use AI in the work-place, than to establish usage conditions where people can learn AI skills through experience in the workplace (Figure 4-4-2-2).

Section 4　Changes in the Required Skills and the Types of Human Resources and Education Sought


Figure 4-3-1-7 Impact of AI workplace adoption on range of operations

6.9%

11.4%

8.8%

39.9%

20.5%

8.5%

4.0%

11.9%

15.3%

11.9%31.4%

16.0%

8.8%

4.8%

Japan(n＝859) US(n＝968)

Range of operations have decreased significantlyRange of operations have decreased somewhatRange of operations have decreased slightlyRange of operations have not changedRange of operations have increased slightlyRange of operations have increased somewhatRange of operations have increased significantly


Figure 4-4-1-1 Preparations to handle future AI growth

13.1 11.4

28.0

7.7

51.2

26.922.9

46.7

18.122.8

0

10

20

30

40

50

60(%)

Japan(n＝1,106) US(n＝1,105)

I will

not

mak

e an

y pa

rticu

lar

resp

onse

or p

rep

arat

ions

.

Resp

onse

and

/ o

r pre

para

tions

invo

lvin

g b

eing

tran

sfer

red

or c

hang

ing

jobs

to a

noth

er li

ne o

f wor

k in

whi

ch I

can

utili

ze th

e kn

owle

dge

and

skill

s w

hich

I ha

ve d

evel

oped

.

Resp

onse

and

/ o

r pre

para

tions

invo

lvin

g b

eing

tran

sfer

red

or c

hang

ing

jobs

to a

noth

er li

ne o

f wor

k un

rela

ted

to th

e k

now

ledg

e an

d sk

ills

whi

ch I

have

dev

elop

ed.

Resp

onse

and

/ o

r pre

para

tions

invo

lvin

g c

ontin

uing

my

curr

ent w

ork

with

the

pos

ition

of u

sing

AI (a

rtific

ial i

ntel

ligen

ce)

thro

ugh

actio

ns s

uch

as le

arni

ng k

now

ledg

e an

d sk

ills

of A

I

Resp

onse

and

/ o

r pre

para

tions

invo

lvin

g b

eing

tran

sfer

red

or c

hang

ing

jobs

to a

noth

er li

ne o

f wor

k w

ith th

e po

sitio

n o

f usin

g AI

(arti

ficia

l int

ellig

ence

) thr

ough

act

ions

suc

h as

lear

ning

kno

w le

dge

and

ski

lls o

f AI

46

Part 1

CW6_AY057D04.indd 46 2016/12/08 10:25:36

3. Roles expected of government in spreading artificial intelligence We asked experts about the roles expected of govern-

ment in promoting AI research and development and spreading AI in society. Partly because the survey in-cluded many experts in the ICT field, including AI, a

majority of the experts indicated that the government should institute policies to promote practical AI applica-tions and the deployment of those applications (Figure 4-4-3-1).


Figure 4-4-3-1 Role expected of government in promoting AI research and development and spreading AI in society

15 0 5 7

(n＝27) （Unit: Experts）

Government should institute policies to promote practical AI applications and the deployment of those applications

Government should select fields in which to promote practical AI applications and the deployment of those applications and fields where the stability of employment and other issues are taken into account

Government should institute policies that prioritize the promotion of practical AI applications and the deployment of those applications while accounting for the stability of employment and other issues

Government should be neutral and leave the practical AI applications and the deployment of those applications to private-sector technological developments and the judgment of markets


Figure 4-4-2-2 Example of an enterprise setting up conditions for AI usage

Time

Work requestsWork requests

AI expertsAI experts AI expertsAI experts AI expertsAI experts

Provide AI support throughoutthe organization

Organize the AI support

Hire AI experts who take workfrom all workplaces across theorganization

Co-workingCo-working

AssistanceAssistance

Systemize the AI support

While increasing the number of AI experts, assign AI experts to workplaces who work alongside people in the workplace

Through systemization, thecompany creates conditions forall employees to use AI

AssistanceAssistance

AI system

No.

of p

eopl

e us

ing

AI in

the

com

pany

Dep

t. A

Dep

t. B

Dep

t. C

Dep

t. D

Dep

t. E

Dep

t. A

Dep

t. B

Dep

t. C

Dep

t. D

Dep

t. E

Dep

t. A

Dep

t. B

Dep

t. C

Dep

t. D

Dep

t. E

Prepared from the “Study Report on Impact of ICT Progress on Employment and Work Styles” (2016), MIC

Figure 4-4-2-1 Needs for a learning environment and support systems for learning skills for using AI

27.9

36.5

28.4 27.2

18.5 19.7

11.0

0.0

6.8

41.6

50.246.7

38.5

23.118.7

12.4

0.4 1.90

10

20

30

40

50

60(%)

Japan(n＝680) US(n＝937)En

richm

ent o

f edu

catio

n an

d re

sear

ch in

hig

her e

duca

tion

faci

litie

s

A su

ppor

t sys

tem

for s

elf-e

duca

tion

in c

ompa

nies

Educ

atio

nal a

nd tr

aini

ng p

rogr

ams

pro

vide

d by

an

outs

ide

serv

ice

Syst

emat

ic a

nd p

ract

ical

pro

mot

ion

of O

JT in

com

pani

es

Crea

tion

of n

atio

nal q

ualifi

catio

ns a

nda

natio

nal t

estin

g sy

stem

Hold

ing

of c

onte

sts

in v

olvi

ng c

ompe

titio

n o

f ide

as a

nd c

reat

ivity

Oth

er

A pa

rticu

lar l

earn

ing

envi

ronm

ent o

r s

uppo

rt sy

stem

is n

ot n

eces

sary

.

Lear

ning

inst

ruct

ion

at th

e m

anda

tory

educ

atio

n st

age

47

Part 1

CW6_AY057D04.indd 47 2016/12/08 10:25:36

Documents

Chapter 4 - 総務省jects based on digital data. 3D scanners, 3D CAD sys-tems, and other measurement machines convert peo-ple’s ideas or a person’s physical dimensions into digital