2014 年 49 巻 2 号 p. 2_28-2_50
This study examines the philosophy upon which Tamagawa Seiki Co., Ltd. is based, and analyzes the management reforms implemented by the company since the 1990s.
In 1938, Hiroichi Hagimoto established Tamagawa Seiki for the main purpose of stimulating regional revitalization in the south of Nagano Prefecture, which had suffered heavily in the 1930s because of the effects of the Great Depression. Since then, the basic philosophy of this company has been to focus on its regional community; this philosophy has contributed to regional industrial development.
After World WarⅡ, Tamagawa Seiki focused extensively on the design of products and on research and development. Further, it actively promoted and organized cooperative factories to contribute to regional development. However, the company faced two management crises between the mid-1980s and the early 1990s. During the management reforms that were implemented in the aftermath of these crises, the top management resolved not to move its factories overseas and, instead, to continue domestic development and production.
The reforms comprised the following measures. (1) The company adopted an original strategy called Tanzakuka that involves identifying core competencies and concentrating on these competencies. (2) The production engineering department was instrumental in enabling the company to produce selected “Tanzaku” products in-house through a mass production system. (3) Upon further expansion of production in the 2000s, Tamagawa Seiki acquired some bankrupt cooperative factories as wholly owned subsidiaries, and established new factories in those areas from which leading companies had withdrawn. Because of these reforms, Tamagawa Seiki realized fresh corporate growth and contributed to the revitalization of the regional economy.