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Volume 42 (2012)
- Issue 4 Pages 440-
- Issue 3 Pages 290-
- Issue 2 Pages 168-
- Issue 1 Pages 6-
Volume 42, Issue 2
Displaying 1-10 of 10 articles from this issue
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Features
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Takahiro KANEKOArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 168-174
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSThe Bosch Group, set up in Stuttgart in 1886 by Robert Bosch (1861-1942), is a leading global supplier of technology and services. In the areas of automotive and industrial technology, consumer goods, and building technology, some 300,000 associates generated sales of 51.4 billion Euros in fiscal 2011. The Bosch Group comprises Robert Bosch GmbH and its more than 350 subsidiaries and regional companies in over 60 countries. In Japan, Bosch began its operation in 1911. This worldwide development, manufacturing, and sales network is the foundation for further growth. Bosch spent 4.0 billion Euros for research and development in 2011, and applied for over 4,100 patents worldwide. With all its products and services, Bosch enhances the quality of life by providing solutions which are both innovative and beneficial. In Bosch, it is recognized the most valuable assets is our personnel. Great trust from our customers and quality products are backed by employees who maximize their abilities in pursuit of these goals. Historically Bosch has always emphasized education, adopting employee development system under "Bosch Human Resources System." Especially "Competence Management System" to obtain specialist knowledge and skills of individuals and organizations is one of the most important topics. In this dissertation, I would like to explain our human resources development system, Competence Management System and skill succession.View full abstractDownload PDF (831K) -
Xiaobo WU, Miao ZHOU, Kiyohiro KAWAIArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 175-181
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSAbout the software offshore development outsourcing from Japan to China, we are facing the problems such as the personnel turnover of Chinese side. Since development of software is centered on peoples, the personnel turnover is a big blow, because the know-how that stacked in a long time will be lost. Also, while business is expanding rapidly, it is important to train a lot of talented peoples in a short period of time. Various Chinese companies have practiced some measures in the ten years. But there are few cases which can succeed. In order to solve these problems fundamentally, systematic technical succession and personnel training structure are required. In this article, we will introduce the system which is established by group of TOTYU, which the company is carrying out in an effective way.View full abstractDownload PDF (1209K) -
Yukihiro ANDOArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 182-191
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSIn this paper the author introduced practical examples of Human Resources development practices in three Deming Application Prize winners companies : Rane TRW Steering Systems Ltd. of India, Siam Cement Group of Thailand, and Sanden International (Singapore) Pte. Ltd. of Singapore. There are many excellent practices commonly observed among those three companies. Actually, those excellences having been practiced in many Japanese companies until very recently. In other words, they had been successed by introducing "Japanese style human development practices" and customizing to their own style. Recently, under the situation that the numbers of Japanese companies who can win Deming Prize decreased so much, we Japanese should remember that used to be Japan had succeeded to establish "quality country" based on greedy learnings from overseas companies. Now, once again, we should re-start to learn from those overseas excellent companies.View full abstractDownload PDF (1673K) -
Yoshiro MITSUFUJIArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 192-202
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSThis paper shows about a study of various issues regarding to the quality education/training on the company standing at both view-points of a facilitating-side and a receiving-side. There are two points on examining the quality education/training on the view-point of facilitating-side. First one is to think the quality education/training as an "expense" or as an "investment" Second one is to think the staff of the company as a "material" or as a "wealth". On the view-point of a receiving-side, to consider about the difference/gap of a human aspect between presence and past is shown. In addition, this paper lists-up 14 items of general problems/issues facing an implementation of the quality education/training on the company and also shows about how to manage those problems/issues.View full abstractDownload PDF (1381K) -
－Case Study in Visionary Leaders for Manufacturing (VLFM) Programme in India－Shoji SHIBAArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 203-211
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESS"To teach is the word of arrogance, we can only create innovative learning environment". This is the motto of VLFM Programme. The programme is a national program between India and Japan which both prime ministers initiated to creating visionary leaders who play a role of locomotive for development of Indian manufacturing industry. After 5 years of activity, many visible results demonstrate the success of the programme. This article describes four key areas about "learning environment" which makes the programme successful. Firstly, attracting participants who have strong motivation for contributing to Indian manufacturing industry, secondly, define the goal and build behaviors for creating common language, thirdly, design strategy of class room and rigor in practices for influencing mindset change, fourthly, creating key competency to be a visionary leader by continuous shifting between thought and experience. Details of learning environment in these four areas are described in this article. These are key tools and strategy for enhancing self initiated learning which is essentially necessary for the leader who is guiding and leading breakthrough in their business.View full abstractDownload PDF (1088K) -
Kentaro NOBEOKAArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 212-218
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSThe Japanese manufacturers are good at "value creation" in terms of developing and manufacturing products with excellent engineering and manufacturing, but are poor at "value capture" in terms of creating profit and added value. In order to capture value, Japanese firms have to consider two necessary conditions. First, they need to develop core competences that help maintain their competitive advantages for many years. In particular, Japanese firms need to focus more strategically on specific technological areas and get engineers to keep learning in the area for many years. If engineers accumulate knowledge for a long time, it is impossible for competitors to catch up with for a few years. Second, Japanese manufacturers need to create customer value that comes from not only technological functions but also non-functional elements. Recent high performers like Apple have non-functional premium values. Japanese engineers need to improve capabilities with which they can create authentic customer values including non-functional ones.View full abstractDownload PDF (908K) -
Hiroshi YUIArticle type: Features 〔Human Resources and Technology in the Globalized Business Environment〕
2012 Volume 42 Issue 2 Pages 219-225
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSDuring the last decade of the 20th century some Japanese industries declined their international competitiveness. Those trends still continue to be rather severer. In order to resolve the problems and regain the competiveness, each company must provide the new values to customers globally. In this note the author first devises ten factors or areas which affect human resources in developing themselves by applying a style of the cause and effect diagrams. He then describes the points of the interesting literatures as regards this theme and introduces some cases in each bone or factor. They will serve the readers as good references.View full abstractDownload PDF (857K)
Research Papers
Contributed Paper
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－Optimization Based on Response Function Modeling and Performance Measure Modeling －Toshihiko KAWAMURA, Hitoshi MOTOYAMAArticle type: Contributed Paper
2012 Volume 42 Issue 2 Pages 241-247
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSIn this article, we propose a statistical method which reduces the variation in measurement systems. We consider systems with positive-valued linear (multiplicative models) signal-response relationship passing through the origin. The unobservable noise variables are classified into three categories : noise factors, remained noise factors, and random errors. Then we propose a generalized signal-to-noise (SN) ratio in measurement systems with respect to the classification. Furthermore, we discuss the two different data analysis methods -response function modeling and performance measure modeling- for modeling and optimization. The effectiveness of two methods is investigated by a Monte Carlo simulation study.View full abstractDownload PDF (796K) -
Masato OHKUBO, Yasushi NAGATAArticle type: Contributed Paper
2012 Volume 42 Issue 2 Pages 248-264
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSTaguchi's RT method is designed under the assumption that all variables are measured in the same units. Therefore, an appropriate analysis cannot be necessarily done when applying RT method to continuous type data that the variables are measured in different units. This becomes a big problem when adapting RT method to various fields. In this paper, we present a new procedure to apply RT method to continuous type data that the variables have different units. And, which procedures becomes a powerful procedure is verified together with other procedures to which the full discussion has not been performed yet. Firstly, we evaluate the performance of all procedures by analyzing KDDCup99 dataset. Secondly, the feature of procedures that obtain good evaluations is compared and analyzed by simulation in detail. Our experiments with KDDCup99 dataset show that a new procedure has good performance. We also reveal that in a new procedure, it is useful for the analysis to evaluate variables more reasonably than other procedures, and to consider the correlation between variables. This study concludes that a new procedure is one of the powerful procedures and RT method can become a effective method to anomaly detection etc. for high-dimensional data by using it.View full abstractDownload PDF (1869K) -
Junki INOH, Yasushi NAGATA, Keisuke HORITA, Arisa MORIArticle type: Contributed Paper
2012 Volume 42 Issue 2 Pages 265-277
Published: April 15, 2012
Released on J-STAGE: August 30, 2017
JOURNAL RESTRICTED ACCESSTaguchi's T method belongs to the MT (Mahalanobis Taguchi) system. Several methods of MT system are used to detect outliers or extraordinary patterns, while the T method is used to predict future data. Since T method analyzes the same type of data set as the multiple regression analysis, the performance of T method has been compared with that of the multiple regression analysis under several case studies. This paper discusses the features of T method and considers two kinds of improved T methods. Furthermore, prediction accuracies of these methods are calculated by Monte Carlo simulations under several models. It is shown that the improved T methods are always superior to the original T method and that they are superior to the multiple regression analysis when the sample size is not large enough compared to the number of independent variables.View full abstractDownload PDF (1314K)
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