The Toyota Production System (TPS) exemplifies Japanese manufacturing, though it has since been further developed and spread in the form of internationally shared global production systems, including Just in Time (JIT). As a result, TPS is no longer a proprietary technology of Japan. This study focuses on the strategic deployment of Advanced TPS through New JIT, new management technology principle that surpasses conventional JIT practices. Specifically, the authors develop the New Japan Global Production Model “NJGPM”, a system designed to achieve worldwide uniform quality and production at optimal locations - keys to successful global production. The effectiveness of NJ-GPM is demonstrated at Toyota, a leading international corporation.

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This paper presents the results of an empirical study on the relationship between quality management practices and competitive performance based on our framework to analyze the evaluation criteria for the Japanese Quality Award (JQA). Path analysis technique is applied to test the proposed framework using data gathered from 163 manufacturing plants, and the result indicates that the data fit well with the JQA model. Multiple regression analysis is used to determine the path coefficient, which is decomposed into direct and indirect effects. Competitive performance is significantly explained by process management. In addition, top management leadership, information analysis, customer relationship, and workforce management are found to indirectly relate with competitive performance. Our findings suggest that JQA model should be adopted as a framework for the self-innovation in business organizations to gain the competitive advantages.

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This study sheds light on the international kaizen transfer process. Two research questions were explored: what are the major stages in the kaizen transfer process? And what are the activities, positive and negative factors influencing each stage? Case studies with 15 Japanese manufacturers in the Netherlands revealed that there are three stages in the kaizen transfer process: preparation, implementation, and integration. In addition, several new factors were found. Japanese companies are facing the challenge of deciding whether to continue with or dismiss employees who do not fit with the culture of kaizen. Looking at the process of kaizen transfer provides a tool for researchers to analyse a specific stage in it. This provides practitioners with an opportunity to assess in which stage they are located and what measure to take to advance to the next level.

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本研究は，専門サービス提供組織に対する知覚品質，顧客満足，行動意図など総合評価指標に影響する要因とその影響構造について検討した．特に環境など補完的サービス要因の相違による影響の程度を調査した． 同一市内所在の同じ薬局チェーン4 薬局の利用患者を対象に独自の質問紙調査を行い，「技術」，「関係性」，「環境」，「管理」，「エンカウンター」の5 つの評価次元を発見した．各次元と各総合評価指標間の影響を考慮した共分散構造分析モデルを検討したところ，待合室の設備投資に極めて高いコストを投下した店舗と標準的店舗との比較では，「環境」の影響の程度が大きく異なった．本研究対象では，情報の非対称の存在により，コア要因より，補完的要因の影響が大きいことが明らかとなった．

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本論文では，半導体部品を使用するセットメーカーと半導体製造業者間のキャパシティ（生産能力)予約契約を考察する．キャパシティ予約契約とは，セットメーカーがキャパシティ予約コストを支払い，半導体製造業者のキャパシティ準備量の下限値を決める契約である．キャパシティ予約コストは発注量ではなく，予約量に依存するので，セットメーカーがキャパシティ準備コストの一部を負担することになる．既存論文のモデルでは，単位納入価格が外生変数であり，単位キャパシティ予約コストが半導体製造業者の決定変数であるため，サプライチェーン・コーディネーション，つまり，サプライチェーン全体最適期待利益につながるキャパシティ予約契約は必ずしも存在しない．本論文では，サプライチェーン・コーディネーションにつながるこの2 変数の組の範囲を導出する．さらに，サプライチェーン全体最適期待利益の両者への可能な配分の範囲も示す．

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