The aim of this article is to present an improved framework to analyze and enhance the competitiveness of production system in Japanese automotive manufacturers. In this paper, we distinguished the competitiveness in an emergency from the one we usually mentioned. Both of them consist of some variables, "Viability" is for former one, and "Quality, Cost and Delivery" are for latter one. Conducting the case study of Keihin, one of the disaster victims, we found the interactive relation between these variables. However, note that the characteristic of that relationship is asymmetric, an influence from variables QCD to variable V is weaker than inverse direction. Therefore the companies should accumulate various managerial resources systematically because it is difficult for them to promote their competitiveness in an emergency through the regular operation, like Kaizen. On the other hand, designing BCP to enhance the competitiveness in an emergency brings some advantages. For instance, as we mentioned above, the competitiveness in an emergency prompts the traditional competitiveness in the long run. Moreover, the robustness against emergency attracts the customers because it decreases the apprehensiveness for maintaining supply chain system under any crisis. In short, designing BCP and preserving its operation system are not just a burden of cost matter.
