In the 21st century, the automobile industry has been undergoing significant environmental changes, and many of the changes in competitive conditions are severe. One of these changes is the remarkable development of the automobile industry in emerging countries. This paper first focuses on the automotive industry in East Asia and analyzes its development, and then it recommends a direction for Japanese manufacturers to take and provides measures to be taken by them in the future. In East Asia, Japanese automobile manufacturers have recently built an overwhelming superiority in the ASEAN market but have not been able to obtain a high market share in China, even though the Chinese automobile market is huge and continues to increase in size. Moreover, South Korea's automobile industry has been enhancing its competitiveness. Even though the Japanese manufacturers have been overwhelmingly strong in the ASEAN market up to now, the aggressive attitudes of VW and GM are noticeable. In conclusion, it is necessary for Japanese automobile manufacturers to transform their strategies in the East Asian market in order to maintain a competitive advantage for the Japanese automobile industry in these areas in the future.

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In sales of automobiles in the world 2009 In China get ahead the American and later in the world 2014 has become the world number one in six consecutive years. 2014 China auto sales in year 6.9%increase in 2,349 million units. Since the 2000, 10% or more growth, had received Chinese economic recession, have fallen to single-digit growth in sales growth. China automobile industry association predicts 2015 -year auto sales 2500 million or to reach the cars, turned slightly to.
In addition, Chinese automakers around the world are already joint venture format has a presence in, are competing for sales competition in the market.In addition, China has slowed economic growth will continue GDP Before and after the predicted growth rate is 7%, as the auto market is very charming. Future growth is lower, although still maintaining world top car sales, are likely to expand further than Japan Automobile manufacturers in China production capacity and building a new plant for investment increase has.
Meanwhile ASEAN auto market has grown steadily, but in six ASEAN car sales 2013 , About 350 Million expected units, but slowed in Thailand last year, coming back to. The ASEAN car market scale yet still China, 20%.
However, such realities in the automobile market in China will close up economic low growth and environmental issues, employment issues, including, in recent years has become a topic plus.
Already in labour-intensive industries production base in China cheap wages in the ASEAN countries plant relocated to let me have.
However, automobile industry Japan Automobile manufacturers already almost everything has a presence in China and ASEAN, have production bases.

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This paper aims to analyze the reorganization strategy of the automobile production bases of the Japanese makers as the ASEAN are economically integrating.
At present some ASEAN countries have the international competitiveness of automobile industry; however the other countries do not have it. Therefore if the import tariff ratios of automobiles become zero, some countries will be able to expand the export of automobiles and on the other hand other countries have to accept the import of that and have to close the factories. As a result of that Japanese makers expand production capacity in some countries. On the other hand they are planning to reduce it or close down their factories in other countries. This is a basic direction of the reorganization strategy of the production bases in ASEAN.
Then what is the concrete plan of the reorganization for Japanese auto makers in order to enhance strategically their competitiveness? We will attempt to answer this question by considering four patterns on how they concentrate the production bases and how they allot the production model to each country. And then we assess respectively the competitiveness of four patterns and select the most competitive pattern.
Our conclusions are as follows. In late 2010's, Japanese automakers should take the following reorganization strategy. Firstly they should concentrate the production bases into a few countries that have the international competitiveness. Secondly they should keep the production bases even in the countries that do not have the international competitiveness. In such countries, however, they should concentrate only one model that could be exported to the other countries.
In the late 2020's, they will be able to expand the number of the production models. However they have to allot the production models strategically into each country.

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As regards Sharp's management crisis, two (2) factors have been mainly pointed out. The first factor is that they (the company) thought rather little of the importance of sales of panels manufactured at Sakai Plant to other assembly manufactures. The other factor is that they transformed Sakai Plant into a type of an industrial complex and invested in the Plant to a fault. In the meantime, their strategies of expanding capital investment themselves, like their sixth, eighth, or tenth-generation investment, including that in Kameyama First and Second Plants, have not been generally viewed so much as a problem.
The author opines, however, that the cause of the management crisis of a company as large as Sharp may be found in the capital investment strategy itself, besides the aspect of rather poor management of Sakai Plant. Based on such problem consciousness, the paper conducted verification of the expansive capital investment strategy that Sharp had been pursuing.
As a result, it was found that while the scale of the capital investment in Kameyama First Plant was by and large conforming to the then market environment and its production capacity was considered to be appropriate, the scale of the investment in, and thus, the realized production capacity of Kameyama Second Plant and that of Sakai Plant was judged to be quite excessive, particularly in light of the market volume for the targeted size-segments of liquid crystal panels. And even for cases where the segment for smaller sizes is included in the consideration, the possibility of excessive capacity could not be wiped out, when taking into account Sharp's disadvantageous situation in terms of production costs for their panels against those made in Korea and in Taiwan. After all, Sharp's expansive, anticipatory capital investment strategy is considered to have become another cause for their today's management crisis.
Furthermore, Sharp's such capital investment strategy was thought to be related to their product-oriented-type management philosophy. That is to say, a management philosophy assuming that excellent product will generate demand resulted in forming Sharp's capital investment strategy where the capital investment for each generation should precede that by other companies. However, due to production engineering features and in order to appeal larger screen sizes of liquid crystal panels to consumers, the focus of the capital investment had to be placed on the increase in quantity. Consequently, a situation where excessive production capacity occurred seems to have been created.

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The aims of this article are next two points. First of all, we clarify a structure of division of labor between trial production manufactures and their customers, and also a roll of trial production manufacturers in the phase of product development in Japanese machinery industry, particularly auto industry and electric one. Secondly, we classify the business models of trial production manufacturers.
Our analysis shows that almost all trial production manufacturers contribute some special functions, for instance, ultra quick delivery as well as small lot size production, difficult process and unstable orders that a previous study has already introduced. Moreover, some trial production manufacturers have raised their position as Tier 1 suppliers recently. And also, we present the two types of business models. There are the companies focused just on trial production and the ones work both trial production and small lot size mass-produced products. In our paper, we can conclude that the former companies are more competitive than latter ones.

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The purpose of this paper, from the point of international competitiveness, is to clarify the systems of production, development and components procurement in the Kore mobile phone industry since the 2000s.Following three points were revealed as conclusion.
First, the mobile phone corporations in Korea have been promoting in parallel domestic production and overseas production. In the 1990s, Korean government has decided to commercialize the technology of second generation of CDMA system. Private companies and electronic communications Institute (ETRI) were earliest domestic production system through joint research and development. Due to the global competition since 2000, overseas production was started earnestly. The mobile phone corporations in Korea took a Two-Track strategy for overseas production to capture premium products and medium-low price products simultaneously.
Second, the mobile phone corporations in Korea strengthened the development of hardware and software sector. Specifically, In hardware sector, building platform and standardization of components, miniaturization and thinning of the product architecture and downsizing in the chipset, Samsung has developed smartphone application processor by a one-chip high-speed CPU. In the software sector, building of Mobile Solutions Center ,and it was possible for thefirst time self-developed the smartphone OS Bada.
Third, the mobile phone corporations in Korea have succeeded in procuring the components from in-house companies, small and medium-sized companies and foreign companies. Baseband chip was imported from Qualcomm and Texas Instrument. Other components are sourcing from affiliates including domestic companies. The components procurement system resulted in a high specfication of the mobile phone, a module of the components. High rate of the in-house production of components procurement, shorter lead time in manufacturing, ensuring cost competitiveness, speedy components procurement system, which lead to a height of product maturity, the source of competitiveness of Korea mobile phone companies.

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In recent years, particularly since the first decade of the 21st century, the movement toward restructuring of production systems in the Japanese pharmaceutical industry has become more energetic. Focusing on production sections in the pharmaceutical industry, this paper examines the actual facts of the transformations that have occurred in recent years. It also shows that these transformations in production systems resulted from the following five factors arising in parallel or interacting with each other: The first is restructuring and consolidation to eliminate overlapping functions and excess facilities in connection with mergers and acquisitions, which have seen increased activity recently. The second is the expansion and intensification of overseas production facilities as a result of the progress of globalization. The third consists of the expansion of outsourcing of production by major pharmaceutical firms and the consolidation of their production facilities, as well as the rise of contract manufacturing organizations (CMOs) and enhancements to their production capacities, all resulting from the deregulation of contract manufacturing due to the 2005 amendments to the Pharmaceutical Affairs Law. The fourth is the enhancement of production capacity among generic drug companies in response to the growth of the generic drug market, through construction of their own new plants and expansion of existing ones or acquisition of production facilities from other companies. The fifth is the establishment of production facilities for biopharmaceuticals by existing pharmaceutical companies and new non-pharmaceutical entrants, accompanying the growth of the biopharmaceutical market.

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A fundamental characteristic of the Japanese foundry industry is its diversity. The reason for the diversity is the presence of significant differences among Japanese foundries. This study aims to clarify the pattern of diversity and the internal structure of the Japanese foundry industry.
The results are summarized as follows. First, one can classify foundries in terms of the metal material that they use. Second, one can distinguish foundries from each other according to the relationship between the foundry and its customer, which results in two types-captive and jobbing foundries. Third, one can further subdivide jobbing and captive foundries by the character of the production system that they adopt according to the market demands. According to my investigation, metal casting production systems were specialized into four types, and the supply structure of the Japanese foundry industry was based on these four types of specialized production systems.

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Having a proper understanding of the visions that have underpinned the changing flow of computing (the relationship between humans and computers) allows ICT companies to clearly state their own vision and implement strategies to achieve their goals without being tossed about by the speed of short-term changes. However, very few studies have examined the past visions of computing and extracted a common thread therefrom. This study employs a literature review of the various visions of computing that have been conceived from 1945 to the present. Further, using case studies it will examine the changes that are taking place today based on these visions.
Ever since the days when today's computers were but a fantasy, computing has been developed under the great visions of democratization and openness. As a result, humans have expanded their intellects and connected with each other, giving rise to even greater ICT growth. Judging by the constant stream of visions yet being born, in the future computing will allow the empowerment of not only people's intellects but all of their abilities. Moving forward, ICT companies will have to conduct their business based on the phenomena of democratization and openness, while also keeping in mind the empowerment of individuals.

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Southeast Asian countries have rapidly developed through industrialization after the Second World War. In particular, foreign companies have been main players of industrialization after the nations converted their strategies into export-oriented industrialization from the 1980s onwards. It was evident in the consumer-electronic industry. However, the difference among Southeast Asian countries has expanded based on the production value and the revealed comparative advantage index of product, which represent the competitiveness of the industry, after the year 2000. One of the possible reasons for this is that the countries in the region have concluded and put into practice FTAs successively. Foreign electronics manufacturers had made direct investment and performed production operation in almost all Southeast Asian countries until the 1990s, while in recent years, some of them have shifted from local production to the import of products under the FTAs. It indicates a close connection between FTAs and production activities by foreign electronics manufacturers in Southeast Asia.
This paper analyzes the effects of FTAs on the white goods industry in Malaysia and Thailand, with reference to the case study of Japanese air conditioner and refrigerator companies. The result of analysis is as follows; First, FTAs prompted Japanese manufacturers to reorganize their production systems in Southeast Asia. In other words, they no longer needed to build production bases in the region and instead started to export products from countries like Malaysia and Thailand to neighboring countries under FTAs because of cut of tariffs under AFTA. Second, Southeast Asian countries, in particular Malaysia, have emerged as production base to supply to India after the ASEAN-India Free Trade Agreement entered into force. Finally, production capability in neighboring countries has been absorbed and production bases have been aggregated in certain countries under FTAs, resulting in increase in quantity of production and export amount in those nations.

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Since 2010, Myanmar has rapidly increased its apparel exports, especially to Japan. Production fragmentation in East Asia, has been the main factor of this increase whereby labor-intensive manufacturing is shifted to low income countries. Additionally employment of unskilled worker is also rising along with this growth. In this context, this study examines development of garment industry in Myanmar, focusing on their integration into the regional economy, employment of unskilled workers and the industrial upgrades in process and products.
Myanmar increased its apparel exports from mid-1990s to early 2000s, but declined after the US imposed an import ban on all its products. Its apparel export gradually recovered in mid-2000s and was broadly flat in the late 2000s. However, it has risen rapidly led by orders from Japan which is not an easy market for low income countries. This study reveals that Myanmar not only expands the apparel export volume but also begins to produce the higher-value added items including outer wears and women's clothes since 2010.
Labor demands in Myanmar's garment industry have also risen inconjuction with the increasing apparel exports since 2010. Despite the availability of abundant low-wage labor, recognized as one of the advantages of Myanmar's garment industry, there is a lack of skilled sewing operators. This paper also examines Myanmar's garment firms' success in upgrading products despite the employment of substaintial mumber of unskilled workers. Almost all garment factories in Myanmar use progressive bundle system where the tasks of garment production are broken into small operations. In this system, operators with varying skill levels are assigned tasks based on their skill or diffculty of individual tasks in the production line. Moreover, the tasks are broken into smaller operations in factories in Myanmar than the factories in China. Consequently, unskilled workers and helpers can perform the simpler tasks allowing scarce skilled workers to assume more difficult and important tasks in the production line. This production process is contributing in upgrades in product items that meet the stringent quality requirements of Japanese buyers.

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