This study aims to clarify the background of developing plans, examine specific planning maps, look into the implementation process, and discuss the results of a project to build a new industrial city during World War II using the Hikari-Murozumi area as a case.

 The prototype of Japanese urban planning was reportedly established in World War II. It was developed in the pursuit of controlling big cities and the decentralization of industry as two central pillars, and building a new industrial city as a major policy to promote the decentralization of industry. The Hikari-Murozumi area discussed in this paper is used as a model because it adopted advanced systems of architectural regulation first introduced in World War II, such as exclusive-use zoning and open-space areas.

 A project to build a new industrial city was planned in the Hikari-Murozumi area where a naval shipyard was located, and wide streets were constructed to directly connect both towns. Furthermore, a wide residential area was planned through state-aided land adjustment. The urban planning of the Hikari-Murozumi area was governed by the planning standard of the Maintenance and Repair Policy, which became the prototype for the guidelines of the Home Ministry. Above all, the area complied with the idea of fire protection division, which divides the urban district by special roads and green belts. The special roads designed for the fire protection division were constructed with government support ahead of the construction of the fire protection division. This indicates that the urban planning of the Hikari-Murozumi area was state-of-the-art and applied neighborhood theory.

 At the same time, a higher greenery area ratio was decided as part of plans to construct a new industrial city compared to standard land readjustment. Through several revisions, the greenery area ratio was eventually set above the five percent standard ratio for new industrial city construction plans. In the course of the revisions, innovative methods, such as securing space by means of transferring cemeteries, was envisioned.

 In addition, an exclusive district for residential use and the open area system was designated to secure a high-standard living environment. The construction of open areas characteristically used a system that introduced the idea of the floor-space ratio to create open space in each city lot.

 As mentioned above, the idea of constructing a new industrial city was high-level urban planning. However, the project fell through because of the end of World War II, and the setback substantially curtailed urban planning in the postwar period. Consequently, the project in Hikari was carried out in a considerably reduced scale, and the one in Murozumi was carried out under a state-aided land adjustment project using former military land and was finally completed in 1960.

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Mazda has announced a mid-term business plan called “Millennium and Momentum”. In this well-publicized plan, the company aims to build a new brand image. This is a focal point in Mazda's hopes for recovery. But it is not the only plan. This paper explains about the some of the less well-known business strategies being implemented now and in recent time within Mazda Group.
For example, Mazda is putting great efforts into improving quality while reducing costs of automobile parts. Since 2000, purchasing strategies have revolved around the concepts of Full Service Supplier (FSS) and Achieve Best Cost (ABC). FSS has failed. But ABC has succeeded. ABC's key components have entailed Value Analysis, Value Engineering, reduction of parts count and work steps, and reduction in distribution costs. ABC has achieved 25% reduction in costs, saving about \300 billion during the last three years.
Modularization efforts by Mazda since 2002 have included improvements in ergonomics and reductions in parts and work steps. Mazda has also consolidated local suppliers since 2004.
Toyukai Affiliated Corporation is the association which supplies parts and equipment tools to Mazda. Toyukai supports its members through improvements in member's economic positions and technologies, joint enterprise projects, education, and providing information. Toyukai supports Class 1 affiliated companies in their efforts to become independent from Mazda, and Classes 2 and 3 affiliated companies which try to improve their production technologies. Recently, local suppliers have invested in new dealings overseas.
Finally, this paper introduces two small companies within Mazda Group which have achieved technical innovations. Ohmori Technos Corporation was founded in 1932. Its capital is \60 million, and its annual sales are \4.8 billion (in fiscal 2002). Its Research Development Department conducts wide-ranging research that builds on expertise cultivated through auto parts development. Mamoru Kobayashi (Ohmori's head of research development) is willing to put forth development costs in advance. He guides the company with a good business performance and a long-term business plan. Meanwhile, Kubota Iron Works Corporation, founded in 1938, has capital of \12 million and annual sales totaling \5.1 billion (in fiscal 2004). Nariaki Yamanaka is the head of its research development, and directs the company with joint research projects and a long-term business plan. There are two things in common between the two companies-a strong leadership for independence and long-term business plans.

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If we assume that a seaside industrial area is an assemblage of plants at the wharf, 48% of such areas are situated in southwestern Japan (viz. to the west of Okayama Prefecture), and the rest chiefly lie in and around the three largest cities.
As for the type of industry, the plants in these areas are mostly those of heavy chemical industries and their producing producers' goods. Such are iron and steel, petroleum, or chemical industries and their distinctive feature is that around them are deficient of the assemblage of medium and small industries pertaining to them.
When we look into the progress of Kita-Kyushu, the first established seaside industrial area in Japan, we can clearly distinguish four stages, viz. germinative, expanding, zenithal and declining. If we apply the division into these stages to the seaside industrial areas in southwestern Japan, Mizushima and Shunan are expanding, Iwakuni zenithal, Kita-Kyushu and Nagasaki belong to declining stage.
But Hiroshima, which has the assemblage of medium and small industries above-cited in the rear, is in a stage somewhat different from above-mentioned towns. The total output of the seaside industrial areas amounts to only 15-20% of the national industrial output. The development of seaside industries has its limit unless it is combined with inland industries.

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山口県は日本海・瀬戸内海のふたつの海に接し, 地形上平野・盆地が分散していることから, 都市や産業もまた分散構造であるという。
その山口県における酒造リの歴史を, 地理的要因・時代の背景を基に詳細に解説していただいた。
遠く藩政時代から今日に至るまでの酒造場数・造石高の推移あるいは山口杜氏の起源と変遷が詳述されておりまことに興味深い。

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