This paper describes heuristic knowledge through the job-shadowing project at the International University of Kagoshima, Japan. Job shadowing is one of the conventional in-house trainings given to the executive trainee cadets in North America and proved the effect of training in Leonard's paper for the conventional target such as the executive candidates. However, this project was introduced as a national policy in order to improve the employment rate of university graduates in Japan. This is because the decline of the employment rate of university graduates since the Lehman Shock became one of social problems. The students are provided with employment experience that accompany with the business owners' private secretary all day. From this experience, they are providing the daily business scene of decision-making and learn the business components of induction study through this project. They also gain customs to think issues in a PDCA cycle through this project. The job-shadowing project was started from 2010. The questionnaire has been taken to the student and the company since the project initiation. Each merit and effect were measured through this project. Moreover, students' evaluations were interviewed with the company. The gap of the evaluation measurement about the purpose and effect at the time of project initiation was found. The effect that could not be predicted in the design phase of the project was reported. Moreover, the side effects of the project were found through the research. In this paper, we provide the results of the research, the effect to local community and future assignment as our concluding remarks. [For the complete proceedings, see ED557181.]