The Internet caused the disruptive innovation in the information and communication industry in the past 25 years. Because most of the Japanese communications equipment and computer makers could not survive for the disruptive changes, foreign makers’ equipment and software are used today for building most of network infrastructure and services in Japan. The movements towards the IoT(Internet of Things) are still in the early stage, however, the same type of disruption can occur in the Japanese manufacturing industry in the very near future. This article describes the fundamental changes caused by the first and the second wave of the Internet revolution, then discusses what kind change is being introduced by coming third wave disruption, and finally discuss how the Japanese manufacturing industry can survive for that.

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　Since Ogaki Kyoritsu Bank was founded in March 1896, it has been guided by its management vision of always being respected and trusted by the local community. We have advanced in step with our region.
　The policy that lies at the heart of the business activities of the Bank is to always view its products and services from the customer’s perspective.
　For many decades, Japanese banks have been protected by a web of regulations often described as the convoy system. Under this protection, the banks have cultivated no sense of competition, let alone a willingness to approach the issue of improving customer convenience.
　In these circumstances, I assumed the position of president of Ogaki Kyoritsu Bank in 1993. It was a period when the storm of financial deregulation began, when Japanese banks were finally able to leave the confines of the convoy system and compete with their own ideas. Immediately on taking up the appointment, I launched an initiative to reform the Bank’s corporate culture. Specifically, I adopted the policy that the most urgent task was for all directors and employees to fully understand that a bank is not a special, privileged institution but a company in the service sector, which must compete with its rivals to provide the most attractive and convenient services. We have since consistently placed the top priority on taking the customer’s perspective, and made a number of attempts to link the priority to our efforts to boost customer convenience.

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　This article proposes a new system for incubating businesses based on innovative technologies. Kansai University has developed a university-industry collaboration system by launching a joint-venture company, Ku:p Corporation. The company performs the roles of ⒜ a facilitator, to jointly promote the creation of new markets for innovative technologies and products/services with universities and companies; ⒝ an incubator, to show potential customers how technology can be transformed into marketing and business development values; ⒞ a coordinator, to link the academic research community to its business partners; and ⒟ a producer, to integrate various stakeholders by networking and collaborating to realize new business ideas. This study reveals that science- and engineering-centered research activities tend to focus on developing technologies but do not consider the markets in which these technologies can be used, thereby prohibiting the success of these innovations. This study also shows that this unique collaboration system between universities and the industry can bridge the gap between innovative technologies and the market, and should aim to provide solutions to customers rather than merely developing new products.

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　The improvement activity (Small group activity, QC circle activity, and etc.) must be attractive and continuing. For that, considering about the “Three elements of the motivation” (Ability improvement, Approval and Interpersonal relationship) has been proposed in the CMQM (Society　of　 Chubu　Medical　Quality　Management). In the Gifu Red Cross Hospital and the Kochi Memorial Hospital, the improvement activity has been done based on such an idea. And works and employee’s motivation have improved.

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　Basis of improvement activities is supposed for all staff members to improve their capabilities, aiming at achieving self-realization and creating a bright and pleasant working environment while cooperating with each other. The management and their supervisors are required to provide instructive supports for such activities with high respect for humanity. However in looking back on my experience involving improvement activities in a hospital, I had less opportunity to refer to such basis of improvement activities.
　In addition, judging from case examples seen and heard in U.S. Kaizen Tour conducted by Chubu Medical Quality Management study group, and in Kaizen delegations from overseas accepted by Seki Central Hospital, such basis of improvement activities concept seems not to have been understood correctly by overseas people.
　Therefore, the main theme of this report is to seek the basis of such improvement activities by looking into Jomon people who had peaceful lives without conflict for an unprecedented long period of 15,000 years in order to contribute improvement activities in the future.

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　This article introduces JSQC-Std 32-001 “Guidelines for Daily Management” developed by the Japanese Society for Quality Control（JSQC）in 2013. JIS Q 9023：2003 has already been published as guidelines for “Policy Management” and JIS Q 9024：2003 for “Quality Improvement.” However, no standard for “Daily Management,” which is one of the core elements of Total Quality Management（TQM）and should be implemented together with Policy Management and Quality Improvement, has been developed in spite of its importance. Because of the large variation and confusion happening about the basic concept and practices of “Daily Management” among organizations and experts, many miscommunications have happened in dealing/trading of products and services as well as developing/evaluating/auditing of quality management systems. JSQC-std 32-001 gives the comprehensive views for the important concepts and methods in “Daily Management” with aiming further spread and clevelopment of TQM.

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　There have been frequent serious accidents and corporate scandals recently. These are mainly caused by a lack of awareness toward quality. This has greatly shaken global trust in Japanese quality. The new Japanese Society for Quality Control SHINKA! 2020 mid–term plan was published in June 2015. This expresses the importance of strategically tackling five areas considering how quality control can contribute to the growth of Japan:
　(1)　Support for growth industries
　(2)　Deployment to SMEs
　(3)　Deployment to local/national governments
　(4)　Response to globalization
　(5)　Incorporation into the Basic Science and Technology Plan
The plan proposed three important elements considering what Japan should do with respect to overall quality control in the future:
　(1)　Deploy to new growth fields and nonmanufacturing industries in Japan
　(2)　Launch the Japan Association for Quality (JAQ)―a loose all-Japan umbrella organization concerning quality
　(3)　Build a structure to take the lead centered on “production”

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　本報告は，非直交最適計画の実際的な実施方法と検出力を検討し，実務面への適用を促進，支援することを目的とする．
　 2水準の因子A，B，C，Dの主効果はある程度わかっていて，交互作用A×B，C×Dに注目した実験をおこないたいという場面を想定する．これを通常の直交表で実施する場合はL16 の実験となる．
　本報では，実験資材の確保，納期，費用，労力等の制約で，実験者には16回の実験が許されず，8回の実験に収めなければならない状況にあるとき，それに適う計画の立案方法を提供する．
　すなわち，4因子のすべての水準組み合わせ16通りの中から8実験を選ぶとき，その場合の数は12,780通りあり，その中から注目した交互作用の検出に相応しい非直交計画を見つけ，それを採用する．
　シミュレーションにより，この非直交計画を用いたときの検出力を検討した結果，実務上大きな問題はなさそうであった．
　直交計画に拘泥せず，実験効率の低下が大きくないなら，実験者の置かれた状況に最適となるような計画を選ぶことにより実験回数を半減できる．また，交絡を避け，かつ，注目した交互作用の推定精度を直交実験と同等にできる．
　よって，この非直交計画の実務面への利用価値は高い．

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　本研究では，多品種少量生産において類似の品質不良・トラブルが繰り返し発生することを 防ぐことを目的として，発生した品質不良・トラブルを分類する方法として従来から用いられてきた2つの方法，すなわち，3H（初めて，変更，久しぶり）に着目した分類方法と人の側面 に着目した分類方法の利点・欠点を考慮し，両者を統合した新たな分類方法を提案した．ま た，分類結果に基づいて未然防止活動の強化策を立案する方法についても整理した．その上 で，提案した方法を機械製品の多品種少量生産を行っているA社の実際の品質不良・トラブ ルの事例に適用し，その適用可能性や有効性について考察した．結果として，提案した方法 は，3Hに着目した分類方法の問題点を克服できており，未然防止活動の弱さやその強化策と の対応関係が明確な結果を得ることができること，したがって，強化策をより系統的に立案で きることがわかった．

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