The oil crisis in 1973 was the turning point in the Japanese economy. It caused the end of rapid economical growth and resulted in considerable changes in the industrial construction.
Leading industries during the period of high economic growth, especially the shipbuilding industry and the nonferrous metals industry, fell into the worst business slump and were forced to change the construction.
In this situation the shipbuilding industry was protected by the means the Government took, while the shipbuilding enterprises rationalized their operations.
In the eighties the international situations related to the shipbuilding industry became critical. With regard to it there are mainly two reasons. As the value of yen continued to rise, the international competition within the shipbuilding industry was intensified. In addition, Korea achieved rapid economic growth and began developing the export shipbuilding markets.
By reducing the international markets, and Korea's gaining power rapidly in the industry, the Japanese shipbuilding industry was badly hit. It was very important and necessary to reorganize and develop the industry.
In order to accomplish the task the industry took the measures as follows: a restructure program, the establishment of better production system, a new system of business management, and so on. The industry has striven to effect economic stabilization by uniting small or medium capital into larger monopolistic capital and dividing it into groups in harmony with the Ministry of Transportation.
The task of large enterprises has been that of recovering a stronger international competitiveness by investing in plant and equipment. They also have made efforts to develop another field of industries. Besides developing industrial robots and automating facilities, they entered even the field of electronics industry. In this way considerable changes have taken place in the Japanese shipbuilding industry.
In this paper I would like to treat the following points fully: first how the Japanese shipbuilding industry has been changing especially since the eighties; secondly, how the shipbuilding industry established the production system, and then I will mention the long-range problems in the shipbuilding industry.

抄録全体を表示

This thesis discussed how the division of labour system was formed in China, and what their structural features are. The manufacturing system in China is showing a trend, similar to Japan, toward establishing a vertical division of labour system in each district. Its manufacturing potential, technological level and productivity are not up to comparison with Japan, however, still badly handicapped as a late comer. Because the level of economic development and economic structure are different, it is difficult to simply compare the Chinese financial setup are different, it is difficult to simply compare the Chinese automobile industry with that of developed capitalistic nations. But the following points may be pointed out.
Establishment of a reliable parts-supply system is the most important step for the development of the automobile industry in the future. Because, while at the automobile manufacturer's level specialization through adjustment of models etc. and division of labour has been progressing (though slowly) there has been made practically no progress at the parts maker's level as yet. And the progress is also slow in commonization and standardization. This is a bottle-neck for early establishment of mass-production of parts. At the same time, there are problems in ability to do design and development work, as well as, in the level of quality control. This has been causing individual automobile manufacturer throughout the nation (most of them with an annual production of several 100 units) to manufacture parts through inefficient variegated small lot production. These factors inhibit development of the Chinese automobile industry.
In the current situation of the Chinese automobile industry has a major difficulty due to the immaturity of the auto-parts industry which forms the base of the automobile industry. In sharp contrast, the Japanese auto-parts industry is already fully mature, and has been successfully working out overseas strategies as well as technological strategy. It is now searching for a strategy to rejuvenate the automobile industry. Its overseas strategy is primarily aimed at China and Southeast Asian countries with their large potential demand. It is even trying to work out an international division of labour system, and positive licensing or technology transfer to these nations.

抄録全体を表示

This paper attempts to clarify the development of supplier system in Japanese automobile industry, investigating the data of A motor company which is the largest assembling company in Japan.
A motor company has about 170 main first-rank suppliers. These first-rank supplirs can be classified into the following five types.
I Group companies II “Keiretsu” companies III “Shitauke” companies
IV Speciality parts and components companies
V Oligopolistic corporations
Group companies, “Keiretsu” companies and “Shitauke” conpanies have had close relations with A motor since high economic growth period, some of which have supplied parts or components to A motor since 1930's. But business relations between A motor and companies of these three types have been much closer after the Oil Shocks in 1970's. Supplier system of A motor has been reorganized and strengthened through these following facts.
(1) A production system, which is world-famous now, has been diffused into first-rank suppliers of these three types with the help of A motor. And the price of parts or components is decided on the assumption that A production system is exercised.
(2) Labor unions of these first-rank suppliers are the members of Federation of All A Workers' Unions, which was established in 1972. This Federation provides broad outlines as to what demands to make to help member unions present a unified stand when they negotiate wage rises and improved working conditions with manegement. The rate of wage increases of the spring offensive has been almost the same in 1980's and flexible approach to production, which is the same idea as A motor union's, has been diffused through these types of suppliers.

抄録全体を表示

This paper seeks to analyse more in depthly the researches on transferability of the Japanese production system hold within the contextual framework of the theory of multinationalisation. Recent studies have yielded various arguments concerning the overseas transferability of Japanese management and production system. But while these researches have been abundant and have produced satisfactory results, premises and theoretical presentation have not been quite evident.
This paper is composed of three parts. Part one explores the difference between the theory on transferability of Japanese production system and theories concerning foreign direct investment and global competition.
In Part two, the transferability of Japanese production system is revisited by utilizing actual fieldwork results and the model created by the Rearch Group on Technology Transfer of Abo et al. This part of the paper is a comprehensive analysis of the structure, significance, and problems of the model. Part three is a case study that utilizes the same model. A comparative study is made between the Korean subsidiary of a large Japanese electronic appliance manufacturing company and its domestic counterpart. Part three emphasized the effectiveness of the model in the case study.

抄録全体を表示

The purpose of this article is to analyze and interpret the formation pattern of supplier network and the structure of division of labor in the localization process of the Chinese auto industry. The research is based on the field surveys of Chinese auto industry (6 auto makers and 4 parts makers) and of American auto industry (2 auto makers) in 1992, and of German automobile industry in 1993 (4 auto makers).
The article analyzed the production system of Shanghai VW, which maintaines a pioneer status and high performance in the Chinese market, from different perspective-car model policy, business organization, parts purchasing system, and marketing system.
The author examined the approval system for local content parts and the formation pattern of the supplier network in the localization process of CKD parts for Santana, the leading product of Shanghai VW. Based on the achievement of local content parts in different regions and the itemization of major local content parts and components according to their technological importance, the author interpreted the inter-regional and inter-departmental structure of division of labor in the supplier network from two angles-the “quantity” and “quality” of supply.
The supplier that belong to Shanghai Automotive Industry Corporation and China Parts & Components Corporation become the specialized large suppliers producing important functional parts; the others become the general-purpose parts or piece parts suppliers, thus forming the structure of division of labor specified respectively by the technological advantages of these different suppliers

抄録全体を表示