開発工学
Online ISSN : 2185-2480
Print ISSN : 1343-7623
ISSN-L : 1343-7623
30 巻 , 1 号
選択された号の論文の12件中1~12を表示しています
特集
  • 角 忠夫
    2010 年 30 巻 1 号 p. 3-5
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
  • 持田 昇一
    2010 年 30 巻 1 号 p. 7-11
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    In place of an intensive model energy system to make use of the merit of the scale in, the distributed energy system that put new energy and energy saving together attracts attention. In this study, we examined this as a model of new infrastructure service about smart grid of distributed energy system. At first, as a background of new distributed infrastructure service, we analyzed it from social approach and technical approach.
    In addition, we regarded the field of this new business by the fusion of the IT as infrastructure as business opportunity and examined the possibility of the cooperation model of the micro-business. It was hereby thought that I defeated "the limit" of the system as demand / the supply model that smart service was new and built the optimization process with the sustainability.
  • 森本 智史
    2010 年 30 巻 1 号 p. 13-18
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    Our circumstances with energy are changing dramatically and rapidly with regard to reducing carbon emission. Japanese governmental policy of "Carbon reduction by 25% compared with 1990's level on 2020" gives serious effects on people life, so natural gas which has the advantage of less carbon per heating value compared with the other fossil fuels is believed to be used with wider and more advance. This paper shows an outline of the advanced technologies for natural gas utilization for reducing carbon emission, for example, co-generation, fuel cell, solar energy and biomass energy. Finally, the outlook of R&D by Japanese gas companies like the smart energy network and hydrogen are introduced.
  • 大江 修造
    2010 年 30 巻 1 号 p. 19-27
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    Nowadays, the world is faced with significant energy problems. Global warming is impeding sustainable society worldwide. For these reasons, energy saving and CO2 reduction are practices that must be pursued constantly by everyone. The total energy consumption in chemical plants accounts for 15% of that in all industries. Since 40% of the total energy consumption in chemical plants comes from distillation columns, energy savings in the distillation process are in high demand. In distillation, energy conservation has long been a key problem. Separating mixtures by distillation requires a great deal of heat energy. Using recent energy-saving technology, the industry has been able to reduce the heat energy used in chemical plants from that used in earlier technologies. However, the capability of conventional systems has reached its limits. Heat Integrated Distillation Column (HIDiC) is an innovative system which offers some strong and unusual advantages.
    This paper provides a brief summary of the system's principles, as well as some of the project's goals and results. The HIDiC system employs a breakthrough concept in the distillation process that can deliver a new, higher capability for saving energy. The HIDiC system, in contrast, makes significantly more utilization of waste heat.
シンポジウム報告
  • 中上 崇
    2010 年 30 巻 1 号 p. 29-30
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
  • 高田 淑朗
    2010 年 30 巻 1 号 p. 31-34
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    As for the settlement system by cellular phone, operation of service was started by NTT DoCoMo in Japan from 2004.
    Nowadays, it has spread widely under the name of "Osaifu Keitai (Mobile Wallet)" at home. On the other hand, the system had test operation started from November 2009 as a settlement system which uses cellular phones by Payez mobile. The service which both provide resembles closely. However, the processes in which this service is built completely differ. This paper examines the framework of Payez mobile and reports the feature and subject.
  • 猪原 紘太
    2010 年 30 巻 1 号 p. 35-39
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    Over the past 50 years it has been in mapping business, Tokyo Cartographic has seen its products evolve substantially as the roles of maps as well as of map-making changed dramatically over those years. Not simply as a tool to identify geographical locations, today's maps serve as a database for information of many kinds associated with values, for multiple use to store, to display and to communicate. The latest developments are described as seen in our products in terms of the three key words: collaborative map-making, intelligent maps, and GIS (Geographic Information System) based information.
    (1)Through ages, map making has always been a collaborative process involving different fields of expertise. Such collaboration in modern map-making needs to be interdisciplinary to reflect advances in varied fields of technology. (2)Our focus is to develop intelligent maps by adding value to conventional geographical maps, namely, such maps that help users understand and make decisions by presenting selective data and information in visualized form. (3)We have originally developed and marketed a GIS software that allows general users to generate geographically identified spatial information to suit their individual needs in easy manner and at low cost.
  • 柳田 一千一
    2010 年 30 巻 1 号 p. 41-43
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    In the global market, recently many Japanese companies have been losing their superiority and competitive ability which falls into "the Galabagos Syndrome". This paper states the reason of economical side and historic background of companies activity to be in such situation. Especially it refers double organization issue in domestic market, delay for globalization, long term operation of Japanese management style, for small and medium size companies including start ups. And it studies some approach of enterprise activity model to recover the vitality of Japan.
    In addition, from the view points of venture capital, two investment models, with the method of investment and the judgment of investment, are introduced, to create companies which keeps dynamic business model to go into the global market.
論文
  • 佐久間 啓, 太田 健一郎, 仲澤 英憲
    2010 年 30 巻 1 号 p. 45-52
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    "Research and development period"is often referred in discussions about R&D management. However, their meanings and lengths vary, such as with who executes R&D activities, academy or industry, and with stages from which R&D activities start. Therefore, consistent arguments and understandings are not developed enough hitherto. In this report, 48 recent R&D success cases for 21 Japanese large enterprises are divided into 4 industry segments, automobile, heavy machinery, chemistry and electric & electronics. Then average research and development periods are derived for each industry segment. In consequence, it is clarified that research and development periods vary with the industry segment, depending on their product cycles, have strong correlations with R&D innovation patterns, and faithfully reflect new business creation strategies in each industry segment.
  • 松田 幸彦, 鈴木 潤
    2010 年 30 巻 1 号 p. 53-60
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    This paper discusses technological aspect of TI's strategy focusing on DSP, based on an empirical analysis of its patents trajectory. It is observed that TI's top management's strategic decision in early 1990 to focus on DSP had revitalized R&D activities for DSP. By analyzing the trend of TI's patent share, this paper clarifies that its R&D activities for DSP were very active not only in 1990s, which are widely known, but also in 1980s. It means that TI's R&D activities for DSP had double peak periods. From the citation analysis of TI's patents, it is observed that TI had internally accumulated, transferred, and intensified the DSP knowledge during the periods.
研究ノート
  • 小平 和一朗, 角 忠夫
    2010 年 30 巻 1 号 p. 61-66
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    Many statistic data shows that service business sector contributed more than 70 % of GDP and population of working forces and manufacturing industry sector limited less than 30% in this 21st century. The manufacturing industry has been requested to supply final solution included not only products but also services from customers. The service innovation study group of JDES surveyed advanced service business models of manufacturing companies collaborated with academia and industry in the past two years.
    This paper discussed activities of the service innovation study group and analytical report of service business models reported in this study group with 8P methodology of service marketing.
ニューコーナー
  • 前田 光幸
    2010 年 30 巻 1 号 p. 67-71
    発行日: 2010年
    公開日: 2011/11/02
    ジャーナル フリー
    For the last several years, newcomers in China and Taiwan have gained large global shares in Photovoltaic (PV) cell market, especially in Europe. Those newcomers have adopted the same business architecture with semiconductors, liquid crystals and Mobile phones, namely "Modularization". Owing to IPOs, they have aggressively invested in large manufacturing facilities, and have achieved cost leaders' positions. They are about to rush into PV market in Japan, which has just adopted Feed in Tariff system. If Japanese existing PV cell companies work on the same business architecture, i.e. "Modularization", they will face severe price war with those newcomers. PV systems are not stand-alone products which "Modularization" will best fit. But PV systems are infrastructures, where operational integrity is deadly needed throughout the whole Grid system in which PV systems are expected to play important roles. They should have close two-way communications with PV users' electric products, facilities, power meters and Grid utility systems. "Integration" instead of "Modularization" is a viable pathway for Japanese PV cell companies. Integrated co-works with companies in Information & Communication Technology industry and Grid utility industry will provide existing Japanese PV cell companies competitive leverages against newcomers.
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